Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/16814
Title: Beyond top-down and bottom-up work redesign : customizing job content through idiosyncratic deals
Authors: Hornung, S
Rousseau, DM
Glaser, J
Angerer, P
Weigl, M
Issue Date: 2010
Publisher: John Wiley & Sons
Source: Journal of organizational behavior, 2010, v. 31, no. 2-3, p. 187-215 How to cite?
Journal: Journal of organizational behavior 
Abstract: Two established approaches to work redesign are formal top-down interventions and proactive bottom-up job crafting. Top-down approaches are limited in their ability to create individually optimized work characteristics, whereas bottom-up processes are constrained by the latitude workers have to modify their own jobs. Following recent research on the idiosyncratic deals (i-deals) individuals negotiate with their employer, task i-deals customizing job content are suggested as a third approach to work redesign. Hypotheses on antecedents and consequences of task i-deals were tested in two studies conducted in the United States and Germany using structural equation modeling. LMX related positively to the extent of successfully negotiated task i-deals, which, in turn, was associated with a more positive evaluation of work characteristics-specifically, higher complexity and control and lower stressors. Work characteristics mediated positive indirect effects of task i-deals on employee initiative and work engagement. Denied requests for task i-deals were associated with a more negative assessment of work characteristics. We conclude with theoretical, practical, and research implications for better understanding and implementing work redesign through i-deals.
URI: http://hdl.handle.net/10397/16814
ISSN: 0894-3796
EISSN: 1099-1379
DOI: 10.1002/job.625
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