I-deals as a Human Resource Initiative: Exciting Innovation or Passing Fad?

Varma, Arup; Wang, Chun-Hsiao; Park, Hyunmi; Patel, Parth

doi:10.1007/978-3-030-88516-8_7

Cited by 3 publications

(4 citation statements)

References 67 publications

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“…The earliest study on IHRPs was done by Schuster (1986), who reported that the greater the number of innovative practices, the more people-oriented the management philosophy and more effective the organisation. Other studies have also reported a relationship between progressive/sophisticated HR practices and various measures of firm performance (Hiltrop, 1996(Hiltrop, , 1999Stroh and Caliguiri, 1998;Varma et al, 1999). According to Hiltrop (1996), these results do not prove that innovative or progressive HR practices cause better financial performance but only that the two may be related.…”

Section: Relationship With Hrm and Performancementioning

confidence: 91%

Innovative Human Resource Practices and Selected HR Outcomes in Software Firms in Kerala

Joseph¹

2023

J Knowl Econ

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Section: Relationship With Hrm and Performancementioning

confidence: 91%

Innovative Human Resource Practices and Selected HR Outcomes in Software Firms in Kerala

Joseph¹

2023

J Knowl Econ

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“…Perceived support can also be observed as supervisors communicate and display respect and recognition to employees (Eisenberger et al, 2002) or provide emotional support in terms of understanding the unique needs of their subordinates (Kelly et al, 2020). Thus, high supervisor support signals to employees that they can not only to initiate a negotiation but also to obtain a positive result (Varma et al, 2022). Moreover, high perceived supervisor support also signals that supervisors are concerned with employees' needs and well-being and ultimately entails a social exchange relationship which implies that both parties are key in helping the other achieve their goals (Cropanzano & Mitchell, 2005).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Supervisor Support and I-deals Supervisors are important organizational agents who not only represent the organization (Shore et al, 2004), but who are also key in acknowledging and addressing employees' needs at work (M. Bal & Rousseau, 2015;Varma et al, 2022). Particularly in the case of I-deals, employees are likely to negotiate any personalized benefits with their immediate supervisors (Rousseau, 2005;Simosi et al, 2021).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Are Both I-Deals? The Mediating Role of I-Task and I-Incentive in the Relationship between Supervisor Support and Employees’ Silence and Voice

López Bohle,

Chambel,

Griep

et al. 2024

Sage Open

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Informed by Social Exchange Theory, this study has developed a mediation model that explains the role of I-deals in the relationship between perceived supervisor support and employees’ discretionary behaviors (i.e., voice and silence). Using a sample of 140 Chile employees, results from our structural equation modeling, indicated that the relationship between supervisor support and employees’ voice (positive) and silence (negative) was mediated by task I-deals. However, we found that the relationship between supervisor support and employees’ voice (negative) was mediated by task I-incentive while this type of I-deals did not mediate the relationship between supervisor support and employees’ silence. This research expands the I-deals literature by focusing on the provision of I-deals to their subordinates and by analyzing the outcomes of incentive I-deals and task I-deals to employees’ discretionary behaviors. Supervisors and HR departments might utilize task I-deals to help facilitate desirable employee outcomes, namely more voice and less silence.

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“…Research has shown that employees who are involved in the design and implementation of HPWS are more likely to support and maintain these systems over time (Varma et al;1999). Additionally, employee empowerment, which refers to the degree to which employees have autonomy and control over their work, has been found to be positively associated with the longterm sustainability of HPWS (Para-González et al 2019).…”

Section: Individual Perspectivementioning

confidence: 99%

The Implementation and Long-Term Sustainability of High-Performance Work Systems: A Literature Review

Aktaş

2023

Beykoz Akademi Dergisi

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The implementation and long-term sustainability of high-performance work systems (HPWS) are both examined in this review of the literature. The review emphasizes the value of taking multiple factors into account, including leadership, organizational culture, continuous improvement, employee engagement, and sustainability from HPWS's point of view. In addition, it examines the difficulties organizations face in preserving HPWS over time and how these difficulties can be solved for long-term viability. Researchers interested in understanding the implementation and upkeep of these systems as well as managers and practitioners seeking to implement HPWS in their organizations may find the review to be a valuable resource. More studies are required to improve the comprehension of the long-term sustainability of HPWS since there has not been much research conducted in this area. Moreover, it has been noted from the review that the majority of the studies have been carried out in the context of large organizations, and more research is required to examine the long-term sustainability of HPWS in various business sectors.

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I-deals as a Human Resource Initiative: Exciting Innovation or Passing Fad?

Cited by 3 publications

References 67 publications

Innovative Human Resource Practices and Selected HR Outcomes in Software Firms in Kerala

Innovative Human Resource Practices and Selected HR Outcomes in Software Firms in Kerala

Are Both I-Deals? The Mediating Role of I-Task and I-Incentive in the Relationship between Supervisor Support and Employees’ Silence and Voice

The Implementation and Long-Term Sustainability of High-Performance Work Systems: A Literature Review

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