Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/15971
Title: Why supervisors make idiosyncratic deals : antecedents and outcomes of i-deals from a managerial perspective
Authors: Hornung, S
Rousseau, DM
Glaser, J
Keywords: Flexible working hours
Industrial relations
Line managers
Issue Date: 2009
Publisher: Emerald Group Publishing Limited
Source: Journal of managerial psychology, 2009, v. 24, no. 8, p. 738-764 How to cite?
Journal: Journal of Managerial Psychology 
Abstract: Purpose - Idiosyncratic deals are personalized employment conditions individual workers have negotiated. This study aims to investigate influences on supervisors' authorization of i-deals and their evaluation of these arrangements. Design/methodology/approach - Structural modeling was used to analyze survey data from n=263 supervisors managing telecommuting employees in the German public administration. Findings - Supervisors differentiated among i-deals regarding development, flexibility, and workload reduction. Their authorization of developmental i-deals was influenced by employee initiative. Supervisors viewed these i-deals to have positive implications for employee motivation and performance. Flexibility i-deals were influenced by structural conditions such as the type of work the employee performed. Supervisors viewed these i-deals to enhance work-life benefits. Supervisors tended to grant workload reduction i-deals in the context of unfulfilled organizational obligations towards employees. Research limitations/implications - Relying on single-source cross-sectional data, our results provide a managerial perspective on i-deals. Conclusions regarding implications for employees are tentative. Recommendations for future study designs are discussed. Practical implications - Managers need to better recognize that i-deals take different forms, and these forms are associated with different outcomes. I-deals provide a way to experiment with innovative human resource practices. Originality/value - This is the first study to examine i-deals from a supervisor perspective. It is the first to identify differential circumstances and consequences managers associate with authorizing three distinct forms of i-deals.
URI: http://hdl.handle.net/10397/15971
DOI: 10.1108/02683940910996770
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