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1 – 10 of 778The purpose of this paper is to investigate the linkage between perceived overqualification and task i-deals via the mediating effect of prove goal orientation and the moderating…
Abstract
Purpose
The purpose of this paper is to investigate the linkage between perceived overqualification and task i-deals via the mediating effect of prove goal orientation and the moderating effect of a climate for inclusion.
Design/methodology/approach
This study proposes and tests the mechanism of perceived overqualification in affecting task i-deals. Matched data were collected from a two-wave survey among 457 employees who work in two Chinese enterprises. The hypotheses were tested using hierarchical linear modeling and bootstrapping
Findings
The findings reveal that perceived overqualification has a significant positive impact on task i-deals. Prove goal orientation has a mediating role between perceived overqualification and task i-deals. Climate for inclusion moderates the relationship between prove goal orientation and task i-deals and the mediation effect of prove goal orientation, which has a moderated mediating effect.
Originality/value
This study reveals the influence mechanism of perceived overqualification on task i-deals from the perspective of self-verification, which not only enriches the results of being overqualified but also expands the antecedents of task i-deals. Moreover, the findings emphasize that contextual factors may strengthen the positive mediation effect of prove goal orientation.
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Yufang Huang and Xin Chen
As personalized work arrangements, idiosyncratic deals can activate employees’ energy and thus affect their innovative performance. The purpose of this study was to examine…
Abstract
Purpose
As personalized work arrangements, idiosyncratic deals can activate employees’ energy and thus affect their innovative performance. The purpose of this study was to examine whether employee vitality mediates the relationships between two different types of idiosyncratic deals and the innovative performance of employees and whether the mediating effects are moderated by employees’ age.
Design/methodology/approach
Matched data were collected from 620 employees and their direct supervisors who work in two large Chinese technology R&D organizations.
Findings
Results indicate that two different types of i-deals (task and work responsibilities i-deals and flexibility i-deals) are positively related to the innovative performance of employees and that vitality mediates those relationships. Further, chronological age enhances the positive relationship between task and work responsibilities i-deals and vitality, and it enhances the indirect effect that task and work responsibilities i-deals relate to the innovative performance of employees through vitality. However, the results of this study indicate that the moderating effect of chronological age on flexibility i-deals and vitality, as well as the moderated mediation effects of vitality on the relationship between flexibility i-deals and the innovative performance of employees, did not meet the standard for significance.
Originality/value
Based on the cognitive evaluation theory, this study explores more deeply the mechanism by which task and work responsibilities i-deals and flexibility i-deals activate employees’ energy and thus influence their innovative performance. In addition, this study comprehensively considers the moderating effect of chronological age, an important demographic variable, on the mechanism of idiosyncratic deals.
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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.
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Zahide Karakitapoğlu-Aygün, Berrin Erdogan, David E. Caughlin and Talya N. Bauer
Transformational leadership (TFL) has been suggested to create positive changes in employees with the goal of developing them into leaders. The authors integrate this…
Abstract
Purpose
Transformational leadership (TFL) has been suggested to create positive changes in employees with the goal of developing them into leaders. The authors integrate this well-established leadership style with recent research on idiosyncratic deals (i-deals). The authors suggest TFL as a predictor of task and development-based i-deals, and propose i-deals as a mediating mechanism linking TFL to employee outcomes (job satisfaction, job stress and manager-rated performance).
Design/methodology/approach
The authors used a time-lagged research design, and collected four waves of data from 140 employees and 78 leaders.
Findings
TFL was found to be an important predictor of i-deals. I-deals predicted job satisfaction and job stress; and it mediated the relationship between TFL and these two employee outcomes. Yet, i-deals were not associated with employee performance and did not mediate the relationship.
Originality/value
First, it shows that transformational leaders who consider employees' unique skills and support their professional growth are more likely to grant personalized arrangements. Second, drawing from social exchange theory, it illustrates that i-deals may act as a linkage between TFL and employee outcomes. The paper bridges leadership and i-deals literature to identify key leverage points through which leaders can enhance employee satisfaction, well-being and performance.
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Ning Sun, Sai Liang, Hui Li and Haiyan Song
This study aims to examine the effect of several types of ex post idiosyncratic deals (i-deals) on work–life balance and work well-being, focusing on the mediating effect of…
Abstract
Purpose
This study aims to examine the effect of several types of ex post idiosyncratic deals (i-deals) on work–life balance and work well-being, focusing on the mediating effect of work–life balance on the relationship between ex post i-deals and work well-being as well as the moderating effect of gender on the relationship between ex post i-deals and work–life balance in the hospitality industry.
Design/methodology/approach
This study uses a questionnaire survey of 642 hotel managers from developed cities in China and analyze the data with structural equation modeling. This study also conducts on-site interviews among 20 hotel managers to support conclusions of the survey.
Findings
The results indicate that task i-deals as well as career and incentives i-deals significantly promote work–life balance, thereby indirectly improving work well-being. However, the impact of flexibility i-deals on work–life balance and work well-being is insignificant. The influence of career and incentives i-deals on work–life balance for males is slightly stronger than that for females.
Practical implications
This study has practical implications for hotel employers in terms of using various ex post i-deals to motivate and retain hotel managers by improving personal work–life balance and work well-being.
Originality/value
As one of early attempts to highlight the potential of i-deals to serve as solutions for work–life conflicts and unhappiness issues among hotel managers, this study provides novel insights into the mediating process between ex post i-deals and work well-being from the work–life balance perspective as well as distinct influences of various ex post i-deals on work–life balance for male and female managers.
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Ning Sun, Haiyan Song and Hui Li
This paper aims to investigate how different types of idiosyncratic deals (i-deals) in the hospitality industry enhance occupational well-being (OWB) through organization-based…
Abstract
Purpose
This paper aims to investigate how different types of idiosyncratic deals (i-deals) in the hospitality industry enhance occupational well-being (OWB) through organization-based self-esteem (OBSE).
Design/methodology/approach
In 2019, 679 questionnaires were distributed to middle- and high-level managerial staff who had worked in high-end hotels in China for at least 1 year, and 642 valid responses were collected. The survey data were analyzed using structural equation modeling. Follow-up interviews were conducted with 20 hotel managers to verify and lend additional support to the survey findings.
Findings
Both task i-deals and career and incentives i-deals positively affected OBSE and OWB, whereas flexibility i-deals negatively affected OBSE. OBSE positively affected OWB, thereby mediating the relationships between the three types of i-deals and OWB.
Originality/value
This study is groundbreaking in its exploration of how various i-deals contribute to OWB through OBSE among middle- and high-level managerial staff. The findings provide initial evidence of the links between i deals, OBSE and OWB and demonstrate how i-deals can address the practical problem of the shortage and loss of competent operational and administrative talent in the hospitality industry.
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Janneke K. Oostrom, Martine Pennings and P. Matthijs Bal
The purpose of this paper is to examine the relationships of i-deals with the employability of older workers, and introduce two distinct theoretical processes through which these…
Abstract
Purpose
The purpose of this paper is to examine the relationships of i-deals with the employability of older workers, and introduce two distinct theoretical processes through which these effects occur. On the one hand, a self-enhancement perspective postulates that i-deals enhance self-efficacy through which older workers become more employable. On the other hand, a lifespan perspective postulates that i-deals enhance older workers’ future time perspective through which they become more employable.
Design/methodology/approach
Data were gathered among 244 employees via an online questionnaire that had been sent to employees of 45 years or older at eight companies in the Netherlands.
Findings
Results showed that task and work responsibilities i-deals are strongly related to older workers’ employability, and that this relationship is mediated by future time perspective and self-efficacy. Location flexibility i-deals were positively related to employability. Financial i-deals and schedule flexibility i-deals were unrelated to employability.
Research limitations/implications
This study introduces two novel ways through which i-deals for older workers can be studied: a self-enhancement and a future time perspective. Both can explain how older workers may enhance their employability by negotiating i-deals.
Practical implications
As the percentage of older workers will increase, there is a great need for organizations to focus on the employability of older workers. The present study shows that organizations are able to increase the employability of older workers by individual arrangements.
Originality/value
Individualization of work arrangements has been theorized to facilitate older workers’ employability, but the present study is the first to investigate how i-deals may contribute to greater employability.
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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.
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Zili Fan, Hao Sun, Pingli Zhu, Mengting Zhu and Xuan Zhang
As a new human resource management practice, developmental idiosyncratic deals (developmental I-deals) play an important role in attracting, retaining and motivating employees to…
Abstract
Purpose
As a new human resource management practice, developmental idiosyncratic deals (developmental I-deals) play an important role in attracting, retaining and motivating employees to promote creativity. Based on the social cognitive theory, the purpose of this study is to examine the impact of developmental I-deals on team creativity through team creative-efficacy and the moderating role of error management atmosphere in this process.
Design/methodology/approach
To reduce the effects of common method biases and causal lag effect, this study was divided into three stages for data collection, with a time interval of a month. A total of 365 employee samples (72 team samples) from seven internet enterprises in Shanghai and Wuhan were selected, and Bootstrap method and Johnson-Neyman method were used to test the hypothesis.
Findings
The results of this study show that developmental I-deals positively affect team creativity, and team creative-efficacy mediates the relationship between developmental I-deals and team creativity. Error management atmosphere strengthens the impact of developmental I-deals on team creative-efficacy and further strengthens the indirect effect of developmental I-deals on team creativity through team creative-efficacy.
Originality/value
Based on the social cognitive theory, this study examines the impact of developmental I-deals on team creativity through team creative-efficacy and the moderating role of error management atmosphere in this process. First, the study of I-deals category was further refined. The existing research defines the concept of I-deals in a general way and does not classify it in detail. Second, the internal mechanism of I-deals is revealed. Third, it expands the multi-level research of I-deals.
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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.
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