Redesigning work through idiosyncratic deals |
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| Authors: | Severin Hornung Denise M. Rousseau Matthias Weigl Andreas Müller Jürgen Glaser |
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| Affiliation: | 1. Department of Management and Marketing, Faculty of Business , Hong Kong Polytechnic University , Kowloon, Hong Kong SAR , China mssev@polyu.edu.hk;3. Heinz School of Public Policy and Management and Tepper School of Business, Carnegie Mellon University , Pittsburgh , PA , USA;4. Institute and Outpatient Clinic for Occupational, Social, and Environmental Medicine, Ludwig-Maximilians University , Munich , Germany;5. Institute for Occupational Medicine and Social Medicine, Medical Faculty, Düsseldorf University , Germany;6. Institute of Psychology, University of Innsbruck , Austria |
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| Abstract: | This study links idiosyncratic deals (i-deals) to job design theory. It investigates the impact of individually negotiated job changes on performance, self-efficacy, and psychological strain through their intervening effects on work design. Based on a sample of 187 health care professionals employed by a hospital in Germany, three types of work design-related i-deals were investigated: (1) task, (2) career, and (3) flexibility i-deals. Consistent with hypotheses, the three types of i-deal had differential effects on work characteristics, and each in turn related to different outcomes. Specifically, job autonomy mediated the task i-deals—job performance relationship; skill acquisition mediated the career i-deals—occupational self-efficacy relationship; and reduced work overload mediated the flexibility i-deals—emotional and affective irritation relationships. Leader–Member Exchange was confirmed as an antecedent of all three types of i-deals. Task, career, and flexibility i-deals are discussed as ways to make work more intrinsically motivating, ensure one’s professional advancement, and balance workplace stressors. |
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| Keywords: | Idiosyncratic deals Work design Occupational self-efficacy Psychological work strain Job performance |
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