{"title":"Understanding the negotiation and performance effects of idiosyncratic deals: Test of a moderated mediation model","authors":"S. Aryee, Li‐Yun Sun, Hsin-Hua Hsiung","doi":"10.1177/00187267231161196","DOIUrl":null,"url":null,"abstract":"Despite the prevalence of idiosyncratic deals (i-deals) as an adaptive strategy for the effective management of an increasingly diverse workforce, the drivers of these customized work arrangements and why they enhance mutuality in the employment relationship are not well understood. Drawing on an integration of social cognitive theory and resource-based perspective, we address these interrelated questions by proposing and examining a moderated mediation model of antecedents and outcomes of task and career i-deals. Multi-source and multi-wave data obtained from supervisors and employees in service and manufacturing organizations were used to test our hypothesized relationships. Results of multilevel path analysis reveal that both employee approach motive and supervisor political skill relate to i-deals. Furthermore, high-commitment HR system moderates the relationship between supervisor political skill (but not employee approach motive) and i-deals such that this relationship is stronger when high-commitment HR system is high but not low. Additionally, i-deals relate to service creativity but indirectly through personal skill development suggesting a potential human capital (relative to the predominantly motivational) explanation of the performance implications of i-deals. We discuss the implications of these findings for understanding and enhancing the effectiveness of negotiating and implementing i-deals.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":" ","pages":""},"PeriodicalIF":4.5000,"publicationDate":"2023-03-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Human Relations","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1177/00187267231161196","RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"MANAGEMENT","Score":null,"Total":0}
引用次数: 0
Abstract
Despite the prevalence of idiosyncratic deals (i-deals) as an adaptive strategy for the effective management of an increasingly diverse workforce, the drivers of these customized work arrangements and why they enhance mutuality in the employment relationship are not well understood. Drawing on an integration of social cognitive theory and resource-based perspective, we address these interrelated questions by proposing and examining a moderated mediation model of antecedents and outcomes of task and career i-deals. Multi-source and multi-wave data obtained from supervisors and employees in service and manufacturing organizations were used to test our hypothesized relationships. Results of multilevel path analysis reveal that both employee approach motive and supervisor political skill relate to i-deals. Furthermore, high-commitment HR system moderates the relationship between supervisor political skill (but not employee approach motive) and i-deals such that this relationship is stronger when high-commitment HR system is high but not low. Additionally, i-deals relate to service creativity but indirectly through personal skill development suggesting a potential human capital (relative to the predominantly motivational) explanation of the performance implications of i-deals. We discuss the implications of these findings for understanding and enhancing the effectiveness of negotiating and implementing i-deals.
期刊介绍：
Human Relations is an international peer reviewed journal, which publishes the highest quality original research to advance our understanding of social relationships at and around work through theoretical development and empirical investigation. Scope Human Relations seeks high quality research papers that extend our knowledge of social relationships at work and organizational forms, practices and processes that affect the nature, structure and conditions of work and work organizations. Human Relations welcomes manuscripts that seek to cross disciplinary boundaries in order to develop new perspectives and insights into social relationships and relationships between people and organizations. Human Relations encourages strong empirical contributions that develop and extend theory as well as more conceptual papers that integrate, critique and expand existing theory. Human Relations welcomes critical reviews and essays: - Critical reviews advance a field through new theory, new methods, a novel synthesis of extant evidence, or a combination of two or three of these elements. Reviews that identify new research questions and that make links between management and organizations and the wider social sciences are particularly welcome. Surveys or overviews of a field are unlikely to meet these criteria. - Critical essays address contemporary scholarly issues and debates within the journal''s scope. They are more controversial than conventional papers or reviews, and can be shorter. They argue a point of view, but must meet standards of academic rigour. Anyone with an idea for a critical essay is particularly encouraged to discuss it at an early stage with the Editor-in-Chief. Human Relations encourages research that relates social theory to social practice and translates knowledge about human relations into prospects for social action and policy-making that aims to improve working lives.
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