Individual antecedents of i-deals: the role of self-efficacy, networking abilities and perceived employability

Abstract

PurposeThis study aims to examine the direct and indirect effects of self-efficacy, networking abilities and perceived employability on the negotiation of idiosyncratic deals (i-deals) between individual workers and their employers.Design/methodology/approachIn total, 213 managerial professionals – a non-random sample – working for different small and medium-sized enterprises from several industries in Argentina were surveyed online. Hypotheses were tested using structural equation modeling.FindingsThe results revealed that self-efficacy and networking abilities exert an indirect effect on i-deal negotiation through perceived employability. Those individuals with higher levels of self-efficacy or greater networking abilities tend to develop more positive perceptions of their employability and, therefore, are more prompted to negotiate i-deals with their employers.Research limitations/implicationsThis research sheds light on the dynamics underlying the relationship of employees' characteristics and skills with i-deal negotiation. Besides, it provides further evidence that individual bargaining has become widespread in professional employment contexts, above and beyond the collective labor agreements that prevail in most Latin American countries.Practical implicationsSelf-efficacy and networking abilities can be relevant individual factors in understanding i-deal negotiation, given that both shape employees' perceptions of employability.Originality/valueAlthough the impact of employee characteristics and skills on the idiosyncratic negotiation of employment terms has been broadly recognized, scholars have called for further exploration of the mechanisms underlying this relationship. By simultaneously investigating the impact of self-efficacy, networking abilities and perceived employability on i-deals, this study provides a more comprehensive understanding of how an individual's personal characteristics and skills facilitate the idiosyncratic negotiation of employment terms.

Employees' perceptions of responsible leadership in private security: a mediation model

“…Discriminant validity was also confirmed by square roots of the AVE higher than the correlation values among the factors (Table 3) (Fornell and Larcker, 1981;Hair et al, 2010). Harman's (1979) single-factor test was performed to detect CMV (Marino et al, 2022). The variance explained by the structure in which all items are gathered in a single factor is 34.57% when the number of factors is forced to 1.…”

“…Although our sample size resembles that of other studies on RL (Javed et al ., 2020, 2021), cross-sectional design and small sample size prevent generalization of results. Future studies should conduct longitudinal and multisource studies (considering different stakeholders' views) and use experimental research designs (Marino et al. , 2022).…”

Retención del talento en organizaciones IT: El rol del liderazgo transformacional de los supervisores y los acuerdos de empleo idiosincráticos

“…En este contexto, Rousseau (2005) identica cuatro características de los i-deals: (a) son negociados de manera individual por el empleado; (b) son heterogéneos, pudiendo el trabajador obtener benecios diferentes a los que perciben los demás trabajadores que cumplen un mismo rol o uno similar; (c) generan un beneficio mutuo, tanto para el empleado que logra satisfacer una necesidad personal como para la organización que logra un mayor compromiso o la retención de su colaborador; (d) varían en su alcance, existiendo acuerdos que incluyen términos puntuales y otros que involucran la totalidad de los aspectos de la relación. De este modo, por medio de la negociación de i-deals, se genera un escenario donde, por un lado, las organizaciones logran atraer, retener y motivar al talento humano más valioso y, por el otro, los empleados consiguen condiciones de empleo personalizadas y adaptadas a sus necesidades, intereses y motivaciones (Marino et al, 2021).…”

“…Es importante señalar que este instrumento no sólo fue diseñado directamente en español sobre la base de otros instrumentos anglosajones validados (p. ej., Hornung et al, 2014;Rosen et al, 2013;Rousseau et al, 2009), sino que además exhibió propiedades psicométricas satisfactorias en contextos laborales hispano-parlantes (Marino et al, 2021). Los análisis de consistencia interna revelaron que la conabilidad de este instrumento resultó aceptable, reejada en coecientes alfa de Cronbach de 0,89 para la sub-escala de i-deals de tareas, de 0,88 para la sub-escala de i-deals de desarrollo, de 0,91 para la sub-escala de i-deals de flexibilidad y de 0,84 para la sub-escala de i-deals financieros.…”

“…Téngase presente, también, que el estilo de liderazgo y la negociación efectiva de i-deals fueron medidos únicamente desde la perspectiva del trabajador. Futuros estudios podrían adoptar un enfoque más holístico y complementar esta evidencia con las percepciones de los líderes u otros actores signicativos (Marino et al, 2021). Más aún, este trabajo se basó en una muestra no probabilística de trabajadores de la industria IT de una región metropolitana argentina, por lo que las conclusiones deben interpretarse con cautela.…”