How do weekly obtained task i-deals improve work performance?The role of relational context and structural job resources

Abstract

Previous research on idiosyncratic deals (i-deals) has treated them as concrete events, arguing that these i-deals shape employment relationships and impact on work performance over long periods of time. However, some types of i-deals may be negotiated and shaped over short periods of time. The aim of this research is to understand the social context within which these types of i-deals unfold and influence employee work performance. Focusing on task ideals and adopting a weekly diary design approach, we explore the role of relationship quality with co-workers and managers that matter for the obtainment of task i-deals and how obtained task i-deals translate into work performance, over weeks. To explore our research questions, we collected weekly diary data (over seven weeks; n = 67 employees; 67 co-workers and 23 managers) from employees, their co-workers and managers. The results from multi-level analyses demonstrate that weekly reports of co-worker support matter more to obtain task ideals than employee's relationship quality with their manager. Furthermore, results underline that weekly structural job resources explain how and why obtained task i-deals lead to enhanced work performance over weeks. HR managers and practitioners can design task ideals as short-term intervention tools to drive work performance.

A Multi‐Level Model of I‐deals in Workgroups: Employee and Coworker Perceptions of Leader Fairness, I‐Deals and Group Performance

“…Given the role that workgroups play in influencing i-deals, it is important to understand whether i-deals in turn influence the workgroup. To date, researchers have usually investigated the outcomes of i-deals only at the individual level (e.g., Rofcanin et al, 2020; see Bal and Boehm, 2019 for an exception). Examining i-deals at higher levels of analysis is vital for understanding how one employee's i-deal can impact others, and how i-deals affect the groups or larger organizational units in which they occur (see Schriesheim et al, 2001).…”

Representative‐negotiated i‐deals for people with disabilities

“…I‐ deals have been recently cast as dynamic, as they can be developed and negotiated over a short period of time and can vary continuously over time (Ng et al, 2021; Rofcanin et al, 2021). This conceptualization moves beyond previous frameworks of i ‐deals as static implementations that are negotiated ex ante or ex post and last for long periods of time (e.g., several years).…”

“…This conceptualization moves beyond previous frameworks of i ‐deals as static implementations that are negotiated ex ante or ex post and last for long periods of time (e.g., several years). Rofcnin et al (2021) found that coworker support relates to the successful obtainment of task i‐ deals that continue to evolve beyond the baseline arrangement. Relatedly, our findings point to the importance of organizational members' support for the negotiated ex ante i‐ deal.…”

‘There’s Many a Slip “Twixt the Cup and the Lip”’: HR Management Practices and Firm Performance

“…In line with social exchange theory (Blau, 1964), employees will reciprocate support they receive. Indeed, social exchange theory has provided the guiding framework for i‐deals research, which has found that granting i‐deals leads to higher organizational citizenship behaviour (Anand et al, 2010) and task performance (Rofcanin et al, 2021; Rofcanin et al, 2018). Recipients of an i‐deal also show higher affective commitment (Ho and Tekleab, 2016; Hornung et al, 2008) and stay longer with the company (Bal et al, 2012; Las Heras et al, 2017).…”