Seeking an “i-deal” balance: Schedule-flexibility i-deals as mediating mechanisms between supervisor emotional support and employee work and home performance

Kelly, Ciara; Rofcanın, Yasin; Heras, Mireia Las; Ogbonnaya, Chidiebere; Marescaux, Elise; Bosch, María José

doi:10.1016/j.jvb.2019.103369

Cited by 45 publications

(37 citation statements)

References 79 publications

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“…The areas of employment conditions that have gradually emerged in the practice of companies, such as flexible forms of employment (Smith et. al., 2019;Perrigino et al, 2018, Jackson, Fransman, 2018, have been addressed primarily for the well-being of employees and WLB (Kelly et al, 2020;Fontinha et al 2019;Soni, Bakhru, 2019 (Ruppel et al 2013). Technology supports the process of communication, knowledge sharing and enables remote work (Naveena, Geevarghese 2019;Chen, Casterella 2019).…”

Section: Term Co-occurrence Network Mapmentioning

confidence: 99%

Emerging Trends in and Strategies for Industry 4.0 During and Beyond Covid-19

Akkaya¹,

Jermsittiparsert²,

Malik³

et al. 2021

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Preface"Emerging Trends and Strategies for Industry 4.0: During and Beyond Covid-19" is a thoughtprovoking book composed of original and previously unpublished chapters, which tries to shed light on the ways of the worldwide business environment.The fourth stage of Industry Revolution called Industry 4.0 started a decade ago. Private companies and even public sector organizations have already been engaged in a digital transformation process. However, Covid-19 has played a role of a catalyst and increased the pace of that transformation. This unforeseeable challenge has resulted in a great uncertainty and ambiguity for both the organizations and governments. Existing theories, trends, strategies and practices are fast becoming obsolete in this new environment. As a result, there is a strong need for new theories, trends, strategies and practices to meet these challenges.By presenting chapters from multidisciplinary perspectives, this book tries to bring into light some of the ways that are being used or suggested for this challenge. We expect this book to provide relevant theoretical frameworks, emerging trends and strategies, and latest empirical findings and business practices regarding the challenges and opportunities created by Covid-19. It is hoped and expected that business practitioners as well as scholars will find this book useful to diffuse the fog, and suggest ways to thrive in this era of uncertainty.We are deeply grateful for each author of the chapters for their scholarly contributions. We also thank the publishers for their support in this whole process.

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Section: Term Co-occurrence Network Mapmentioning

confidence: 99%

Emerging Trends in and Strategies for Industry 4.0 During and Beyond Covid-19

Akkaya¹,

Jermsittiparsert²,

Malik³

et al. 2021

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“…One end of this spectrum refers to volatile resources, which are fleeting, dynamic and temporal (Hobfoll, 2002). An example of this type of resource is supervisor emotional support which depends on the capacity and availability of a supervisor (e.g., Kelly et al, 2020). The other end of this spectrum refers to structural resources which are stable and long-term oriented.…”

Section: Theory and Hypothesis Developmentmentioning

confidence: 99%

“…The provision of task i-deals is likely to vary depending on the availability of these resources in the organisation and the capacity of the supervisor to grant these i-deals. However, a key tenet of the COR theory is that in order to accumulate resources and achieve a gain spiral, employees are likely to transition volatile resources into structural resources (i.e., stable resources) and for this reason, engage in proactive efforts to obtain them over relatively shorter periods of time (Kelly et al, 2020).…”

Section: Theory and Hypothesis Developmentmentioning

confidence: 99%

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

Rofcanın

Heras

Bosch

et al. 2020

European Journal of Work and Organizational Psychology

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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.

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“…Previous studies have analyzed the relationship between i-deals and performance [ 19 ] or well-being [ 20 ] without examining their synergic interactions or the SWBW patterns. Additionally, recovery has been related to well-being [ 21 ] or performance [ 22 ], but the synergy between well-being and performance and its moderating role were not considered.…”

Section: Introductionmentioning

confidence: 99%

“…These are voluntary agreements between the employer and the employee [ 10 ] that, according to a meta-analysis [ 35 ], benefit both. I-deals also benefit organizations because they allow employees to obtain arrangements that can motivate and accommodate their unique situations [ 20 ], thus increasing or maintaining performance [ 19 , 36 ]. Although i-deals seem to contribute to productivity [ 33 ] and enhanced client satisfaction [ 14 ], this relationship is only partially supported [ 19 ].…”

Section: Introductionmentioning

confidence: 99%

How Do Teleworkers and Organizations Manage the COVID-19 Crisis in Brazil? The Role of Flexibility I-Deals and Work Recovery in Maintaining Sustainable Well-Being at Work

Latorre

Pérez-Nebra

Queiroga³

et al. 2021

IJERPH

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The COVID-19 pandemic has impacted the economic market and labor contexts worldwide. Brazil has suffered one of the worst social and governmental managements of the COVID-19 crisis, forcing workers and organizations to develop coping strategies. This environment can affect both well-being and performance at work. Sustainable well-being at work refers to different patterns of relationships between performance and well-being. It may include eudaimonic (e.g., Meaning of Work—MOW) or hedonic (e.g., emotions) forms of well-being. This study tests the moderating role of recovery from work stress in the relationship between flexibility i-deals and patterns of sustainable well-being at work in Brazilian teleworkers. We relied on two studies to achieve this objective. In Study 1, conducted during the pandemic’s first outbreak in Brazil (N = 386), recovery experiences moderated the relationship between i-deals and clusters formed by performance and MOW (eudaimonic happiness). In Study 2, conducted during the second outbreak (N = 281), we identified relationships between clusters of emotions (hedonic happiness) and MOW (eudaimonic) with performance. The results supported the idea that recovery experiences moderated the relationship between i-deals and patterns of sustainable well-being at work differently. Our findings have implications for Human Resource Management and teleworkers, especially for employee behaviors to deal with stress.

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Seeking an “i-deal” balance: Schedule-flexibility i-deals as mediating mechanisms between supervisor emotional support and employee work and home performance

Cited by 45 publications

References 79 publications

Emerging Trends in and Strategies for Industry 4.0 During and Beyond Covid-19

Emerging Trends in and Strategies for Industry 4.0 During and Beyond Covid-19

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

How Do Teleworkers and Organizations Manage the COVID-19 Crisis in Brazil? The Role of Flexibility I-Deals and Work Recovery in Maintaining Sustainable Well-Being at Work

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