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Article
Publication date: 21 September 2020

Muhammad Shujahat, Minhong Wang, Murad Ali, Anum Bibi, Shahid Razzaq and Susanne Durst

The high turnover rate of knowledge workers presents a challenge to both organizational and personal knowledge management. Although personal knowledge management plays an…

1373

Abstract

Purpose

The high turnover rate of knowledge workers presents a challenge to both organizational and personal knowledge management. Although personal knowledge management plays an important role in organizational knowledge management, empirical research on the practices for its application is underdeveloped. This study aims to examine the role of idiosyncratic job-design practices (i.e. job definition, job autonomy, innovation as a job requirement and lifelong learning orientation) in cultivating personal knowledge management among knowledge workers in organizations, to increase their productivity and safeguard the organization against knowledge loss arising from knowledge workers’ interfirm mobility.

Design/methodology/approach

Data were collected from 221 knowledge workers pursuing various knowledge-intensive jobs through a questionnaire survey and were analysed using partial least squares modelling.

Findings

The results demonstrated that three job-design practices (job definition, innovation as a job requirement and lifelong learning orientation) have a positive impact on personal knowledge management among knowledge workers and thus improve their productivity. However, job autonomy can affect personal knowledge management negatively.

Research limitations/implications

The findings are confined to a specific context and should be replicated across different contexts for better generalizability in future research.

Practical implications

Organizational managers should pay attention to (re)designing knowledge-intensive jobs to cultivate personal knowledge management by clearly outlining job responsibilities, offering opportunities to add relevant job activities and drop irrelevant ones, and making innovation and lifelong learning a formal job requirement. In addition, job autonomy should be judiciously provided along with sufficient social and network support to avoid lost opportunities in knowledge creation and sharing, and should be linked to job responsibilities and performance appraisals to avoid negative effects.

Originality/value

The high turnover rate of knowledge workers presents a challenge to both organizational and personal knowledge management. This study contributes to the literature by addressing the research gap in two aspects. Firstly, based on Drucker’s theory, this study identifies four idiosyncratic job-design practices (job definition, job autonomy, innovation as a job requirement and lifelong learning orientation) that reflect the distinctive characteristics of knowledge-intensive work. Secondly, this study examines whether and how these practices can cultivate personal knowledge management among knowledge workers, which can support their productivity.

Details

Journal of Knowledge Management, vol. 25 no. 4
Type: Research Article
ISSN: 1367-3270

Keywords

Book part
Publication date: 30 June 2016

P. Matthijs Bal and Paul G. W. Jansen

As demographic changes impact the workplace, governments, organizations, and workers are looking for ways to sustain optimal working lives at higher ages. Workplace flexibility…

Abstract

As demographic changes impact the workplace, governments, organizations, and workers are looking for ways to sustain optimal working lives at higher ages. Workplace flexibility has been introduced as a potential way workers can have more satisfying working lives until their retirement ages. This chapter presents a critical review of the literature on workplace flexibility across the lifespan. It discusses how flexibility has been conceptualized across different disciplines, and postulates a definition that captures the joint roles of employer and employee in negotiating workplace flexibility that contributes to both employee and organization benefits. Moreover, it reviews how flexibility has been theorized and investigated in relation to older workers. The chapter ends with a future research agenda for advancing understanding of how workplace flexibility may enhance working experiences of older workers, and in particular focuses on the critical investigation of uses of flexibility in relation to older workers.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78635-263-7

Keywords

Article
Publication date: 6 November 2009

Severin Hornung, Denise M. Rousseau and Jürgen Glaser

Idiosyncratic deals are personalized employment conditions individual workers have negotiated. This study aims to investigate influences on supervisors' authorization of i‐deals…

4165

Abstract

Purpose

Idiosyncratic deals are personalized employment conditions individual workers have negotiated. This study aims to investigate influences on supervisors' authorization of i‐deals and their evaluation of these arrangements.

Design/methodology/approach

Structural modeling was used to analyze survey data from n=263 supervisors managing telecommuting employees in the German public administration.

Findings

Supervisors differentiated among i‐deals regarding development, flexibility, and workload reduction. Their authorization of developmental i‐deals was influenced by employee initiative. Supervisors viewed these i‐deals to have positive implications for employee motivation and performance. Flexibility i‐deals were influenced by structural conditions such as the type of work the employee performed. Supervisors viewed these i‐deals to enhance work‐life benefits. Supervisors tended to grant workload reduction i‐deals in the context of unfulfilled organizational obligations towards employees.

Research limitations/implications

Relying on single‐source cross‐sectional data, our results provide a managerial perspective on i‐deals. Conclusions regarding implications for employees are tentative. Recommendations for future study designs are discussed.

Practical implications

Managers need to better recognize that i‐deals take different forms, and these forms are associated with different outcomes. I‐deals provide a way to experiment with innovative human resource practices.

Originality/value

This is the first study to examine i‐deals from a supervisor perspective. It is the first to identify differential circumstances and consequences managers associate with authorizing three distinct forms of i‐deals.

Details

Journal of Managerial Psychology, vol. 24 no. 8
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 6 September 2022

Eun Kyung Lee, Woonki Hong and Deborah E. Rupp

Idiosyncratic deals (i-deals) have been shown to influence several employee outcomes positively. To extend the research, the authors examine the effect of i-deals on employees’…

Abstract

Purpose

Idiosyncratic deals (i-deals) have been shown to influence several employee outcomes positively. To extend the research, the authors examine the effect of i-deals on employees’ perceptions of organizational justice, in particular, how the relationship between employees’ own i-deals and organizational justice is affected by employees' job performance as well as their perceptions of coworkers’ i-deals.

Design/methodology/approach

The authors tested the theoretical model using survey data from 182 hotel employees.

Findings

Results show that i-deals are positively related to employees’ perceptions of organizational justice and that such effects are stronger among high performing employees. The effect of i-deals on organizational justice was also more pronounced among employees who viewed coworkers as having successfully negotiated i-deals.

Practical implications

The authors' findings suggest that organizations can benefit from providing i-deals through employees’ enhanced perceptions of organizational justice. The paper thus recommends that organizations understand the impact of providing more flexible human resources (HR) practices and customized work arrangements that are aligned with individual goals and needs. This may be particularly relevant to high performers. Furthermore, the findings suggest that organizations may want to make i-deals available to employees more widely than to just a few selected individuals.

Originality/value

This study is one of a few attempts that empirically investigate the relationship between i-deals and organizational justice. The findings of this study shed light on the possibility that employees develop positive justice perceptions toward employeesʼ organization based on the appreciation of the customized work arrangements granted to both themselves and others.

Details

Personnel Review, vol. 52 no. 9
Type: Research Article
ISSN: 0048-3486

Keywords

Book part
Publication date: 14 August 2014

Jeroen Meijerink

The purpose of this conceptual study is to explain the way in which employees influence social innovation in the employee–organization relationship, such as job crafting, i-deals…

Abstract

Purpose

The purpose of this conceptual study is to explain the way in which employees influence social innovation in the employee–organization relationship, such as job crafting, i-deals, New World of Work, talent management, or high performance work practices.

Methodology/Approach

This study applies a practice perspective in order to explain how employees affect their employee–organization relationship and thus influence the outcomes of social innovation.

Implications

The theoretical exploration suggest that employees can engage in the enactment of the employee–organization relationship in three ways: enacting employment relationships, enacting employment practices, and enacting employment practices’ outcomes. In doing so, they can draw on interpretive schemes, resources, and norms for realizing the benefits of social innovation for themselves and/or their employer.

Originality/Value

Although organizations have started social innovation initiatives that allow employees to actively shape the employee–organization relationship, existing studies still treat employees as inactive recipients in the relationship with their employer. As a result, it remains unclear how social innovation in employee–organization relationships is implemented in practice and thus, how social innovation provides benefits to the employee and the organization. The originality of this study is its focus on how employees, as (pro-)active constituents, shape the employee–organization relationship, for finding better explanations of the outcomes of social innovation initiatives.

Details

Human Resource Management, Social Innovation and Technology
Type: Book
ISBN: 978-1-78441-130-5

Keywords

Article
Publication date: 3 October 2017

Yuna Kim and John S. Talbott

The purpose of this paper is to investigate whether communicating recent changes in the sales profession, shifting from a performance-focused model to a customer need-focused…

1016

Abstract

Purpose

The purpose of this paper is to investigate whether communicating recent changes in the sales profession, shifting from a performance-focused model to a customer need-focused model, to job candidates by re-labeling job descriptions can increase job candidates’ interest in pursuing sales jobs.

Design/methodology/approach

Two experiments using job candidates (undergraduate business students) were conducted at two public US universities to examine: whether job candidates use job title or job description to determine their interest in pursuing jobs and whether terminology used in the job description affects job candidates’ interest in pursuing sales jobs.

Findings

Results show that job candidates’ interest in pursuing jobs are affected by job titles more than the actual job responsibilities. Further, job candidates’ interest in pursuing sales jobs is affected by terminology used in the job descriptions, where customer need-focused (selling-focused) terminology increases (decreases) interest in pursuing a sales job.

Practical implications

Sales jobs have been recognized as one of the hardest job positions to fill. Results from this paper can help recruiters develop effective strategies to improve job candidates’ interest in pursuing sales jobs, especially the emerging social selling jobs.

Originality/value

Contrary to most extant research that investigates resistance toward sales jobs by examining job candidates’ idiosyncratic characteristics, this paper adopts a branding and consumer learning perspective and examines how job candidates’ interest in pursuing a job is influenced by their ability or willingness to process job information.

Details

Marketing Intelligence & Planning, vol. 36 no. 1
Type: Research Article
ISSN: 0263-4503

Keywords

Book part
Publication date: 17 August 2016

Heather A. Haveman, Anand Swaminathan and Eric B. Johnson

We show how organizational forms shape job structures, specifically the variety and types of jobs employees hold, extending previous research on job structures in four ways…

Abstract

We show how organizational forms shape job structures, specifically the variety and types of jobs employees hold, extending previous research on job structures in four ways. First, the social codes associated with wineries’ generalist and specialist forms constrain the number of jobs and functional areas delineated by job titles. Second, form-based constraints are weakened by institutional rules that impose categorical distinctions on organizations. Third, these constraints are stronger when there is more consensus around forms. Fourth, these constraints are contingent on the legitimacy and resources of organizations of varying ages and sizes.

Details

The Structuring of Work in Organizations
Type: Book
ISBN: 978-1-78635-436-5

Keywords

Article
Publication date: 14 August 2018

Andrew Kimwolo and Thomas Cheruiyot

This paper aims to determine the effect of intrinsically motivating idiosyncratic deals (I-deals) on innovative work behaviour (IWB) among tied life insurance agents in Kenya.

Abstract

Purpose

This paper aims to determine the effect of intrinsically motivating idiosyncratic deals (I-deals) on innovative work behaviour (IWB) among tied life insurance agents in Kenya.

Design/methodology/approach

Standard multiple regression analysis was used to test the hypotheses from data collected from a field study from 498 employees and 48 managers.

Findings

The study findings showed a positive relationship between both flexibility I-deals and IWB (ß = 0.461, p < 0.00) and between task and responsibilities I-deals and IWB (ß = 0.171, p < 0.01).

Research/limitations/implications

The cross-sectional collection of data weakens the author’s claim of causality between the variables in focus. The study extends literature on the effects of flexibility as well as tasks and responsibilities I-deals on IWB.

Practical implications

Organizations must grant their employees with intrinsically motivating I-deals in order for display of IWB.

Social implications

These I-deals provided intrinsic motivation of the employees in displaying IWB in the organizations. The exchange relationship with the employers got enhanced through their granting motivating employees to look for new ways of doing their work.

Originality/value

This is the first study to investigate a linear relationship between intrinsically motivating I-deals and IWB.

Details

International Journal of Innovation Science, vol. 11 no. 1
Type: Research Article
ISSN: 1757-2223

Keywords

Content available
389

Abstract

Details

Development and Learning in Organizations: An International Journal, vol. 24 no. 6
Type: Research Article
ISSN: 1477-7282

Keywords

Open Access
Article
Publication date: 13 July 2023

Bhawna, Sanjeev Kumar Sharma and Prashant Kumar Gautam

This study intends to investigate how an employee's proactive personality and a supervisor's idiosyncratic deals (i-deals) relate to their subordinates' affective commitment (AC…

Abstract

Purpose

This study intends to investigate how an employee's proactive personality and a supervisor's idiosyncratic deals (i-deals) relate to their subordinates' affective commitment (AC) and occupational well-being (OWB), in light of the mediating role of subordinates' i-deals, using proactive motivation theory and the job demand–resource (JD-R) model as theoretical foundations.

Design/methodology/approach

The study consisted of 342 employees working in the hospitality industry. To examine the proposed model, the researchers used the structural equation modelling approach and bootstrapping method in AMOS.

Findings

The results affirmed the influence of subordinates' proactiveness on AC and OWB, but no direct influence of supervisors' prior i-deals on subordinates' AC and OWB was established. When investigating the mediational role of subordinates' i-deals, a partial mediation effect was found between subordinates' proactive personality with AC and OWB, whereas full mediation was established between supervisors' i-deals and subordinates' AC and OWB.

Practical implications

These findings shed light on how i-deals improve AC and OWB for both groups of supervisors and subordinates. In an era of increasing competition amongst organizations operating within the hospitality industry, i-deals serve as a human resource strategy to recruit, develop and retain talented individuals.

Originality/value

The novelty of this research lies in its specific investigation of the combined influence of proactive personality as an individual factor and supervisors' i-deals as an organizational factor on subordinates' i-deals within the context of the hospitality industry. Furthermore, it aims to analyse the potential impact of these factors on AC and OWB.

Details

Journal of Work-Applied Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2205-2062

Keywords

11 – 20 of over 5000