Can idiosyncratic deals promote perceptions of competitive climate, felt ostracism, and turnover?

Workplace ostracism influencing turnover intentions: Moderating roles of perceptions of organizational virtuousness and authentic leadership

Workplace Ostracism is known to be a physically and emotionally painful experience. Even if it has a temporary and minor impact, it strongly predicts employee turnover intentions. Therefore, the purpose of this paper is to examine the moderating effects of perceptions of Organizational Virtuousness (OV) and Authentic Leadership (AL) in explaining the relationship between Workplace Ostracism (WO) and employees' Turnover Intentions (TI). Data were collected from 686 full-time employees using a non-probabilistic convenience sampling in India's Information Technology (IT) companies. The reliability and validity of scales were assessed using confirmatory factor analysis. Multiple hierarchical regression modeling was used to test the proposed hypotheses using IBM SPSS 23.0 with Process Macro 3.5. The present study's findings suggest that workplace ostracism is significantly related to employees' turnover intentions. Furthermore, perceptions of organizational virtuousness and authentic leadership moderated the relationship between workplace ostracism and employee turnover intentions. Employee turnover is a gigantic problem for IT firms in India. The present study offers valuable insights to managers to create awareness of workplace ostracism. Implementing managerial strategies rooted in positive psychology can help organizations create a more inclusive, supportive, and psychologically healthy work environment. This, in turn, can reduce the occurrence of workplace ostracism and turnover intentions.

How harassment is depriving universities of talent: a national survey of STEM academics in the UK

Introduction

Despite efforts to increase girls' interest in subjects related to science, technology, engineering, and mathematics (STEM) careers, there remains a large gender gap in STEM academic faculty.

Methods

We conducted a national survey comprising 732 early career and senior academics from 40 universities in the UK to investigate the role of pull (receiving career advancement opportunities) and push (experiencing harassment) factors in shaping people's intentions to stay in STEM academia, and the mediating role of perceived workplace climate, academic identification, and beliefs about the ability to succeed (job-related self-efficacy).

Results

Our findings show the differential effect of harassment experiences for women, relative to men. Women experienced more harassment than men, which contributes to their higher intentions to leave academia through enhancing perceptions of a negative workplace climate (i.e., a less collaborative, fair, and inclusive climate) and lower job-related identification (i.e., believing in their ability to succeed as researchers). While receiving opportunities also related to intentions of leaving academia, we did not observe a gender difference in this factor.

Discussion

The result of our analysis underlines the critical importance of preventing and addressing harassment in academic institutions for the retention of female academic talent.

Exploring the Interplay of Competition and Justice: A Moderated Mediation Model of Competitive Psychological Climate, Workplace Envy, Interpersonal Citizenship Behavior, and Organizational Justice

The competitive psychological environment that arises within an organization is widely recognized as a crucial factor impacting employee performance and, indirectly, overall business productivity. Nonetheless, mishandling this environment can result in unforeseen challenges. Thus, a moderated mediation model was employed in this study to ascertain the adverse effects of competitive psychological climate and how to mitigate said effects. Data were collected via a survey of 523 employees of four- and five-star accommodation establishments in Alanya and Manavgat using convenience sampling. This study revealed that a competitive work environment leads to increased workplace envy, which adversely affects interpersonal citizenship behavior. Additionally, it was discovered that workplace envy mediates the effects of competitive climate on interpersonal citizenship behavior. The negative impact of competitive psychological climate on workplace envy and interpersonal citizenship behavior is mitigated by organizational justice. This study's results offer significant contributions to both theoretical and practical understandings of the potential effects of competitive psychological climate and how to handle them.

Intimate but not intimate: The perils of workplace romance in fostering knowledge sabotage

Extant research on workplace ostracism has investigated a victimization perspective to understand ostracism at the cost of examining the perpetrator-centric view of ostracism. The current study draws on the self-categorization theory and the social exchange theory to investigate the harmful effects of workplace romance in cultivating workplace ostracism from the perpetrator's perspective to combat concerns for victim blaming. The study further proposes that workplace ostracism triggered by workplace romance provokes knowledge sabotage. Besides, the study investigates the moderating role of parochial altruism in the underlying linkages. The study utilizes a multisource, time-lagged research design to collect data from employees working in service sector organizations in Pakistan. The study analyzes 343 responses using SmartPLS (v 4.0). The findings of this study reveal that workplace romance elicits workplace ostracism, which, in turn, fosters knowledge sabotage. In addition, the study finds that parochial altruism strengthens the associations between (a) workplace romance and workplace ostracism and (b) workplace romance and knowledge sabotage, mediated by workplace ostracism such that the associations are more potent at higher levels of parochial altruism and vice versa. This is the first study that examines workplace romance as the perpetrator-centric antecedent of workplace ostracism, and parochial altruism exaggerates outgroup ostracism and knowledge sabotage.

How do developmental I-deals promote team creativity: the role of team creative-efficacy and error management atmosphere

Purpose

As a new human resource management practice, developmental idiosyncratic deals (developmental I-deals) play an important role in attracting, retaining and motivating employees to promote creativity. Based on the social cognitive theory, the purpose of this study is to examine the impact of developmental I-deals on team creativity through team creative-efficacy and the moderating role of error management atmosphere in this process.

Design/methodology/approach

To reduce the effects of common method biases and causal lag effect, this study was divided into three stages for data collection, with a time interval of a month. A total of 365 employee samples (72 team samples) from seven internet enterprises in Shanghai and Wuhan were selected, and Bootstrap method and Johnson-Neyman method were used to test the hypothesis.

Findings

The results of this study show that developmental I-deals positively affect team creativity, and team creative-efficacy mediates the relationship between developmental I-deals and team creativity. Error management atmosphere strengthens the impact of developmental I-deals on team creative-efficacy and further strengthens the indirect effect of developmental I-deals on team creativity through team creative-efficacy.

Originality/value

Based on the social cognitive theory, this study examines the impact of developmental I-deals on team creativity through team creative-efficacy and the moderating role of error management atmosphere in this process. First, the study of I-deals category was further refined. The existing research defines the concept of I-deals in a general way and does not classify it in detail. Second, the internal mechanism of I-deals is revealed. Third, it expands the multi-level research of I-deals.

How do idiosyncratic deals influence innovation performance? From the perspective of coworker

In the hypercompetitive marketplace, contemporary organizations incorporate the diversity of talents into job design (i.e., offering idiosyncratic deals), in order to meet the unique needs of talented employees and achieve the purpose of attracting, motivating, and retaining them. Based on the cognitive-affective processing system framework, this study aims to explore the effect of coworkers' perceptions of employees' idiosyncratic deals (CPEID) on coworker innovation performance, the mediating role of thriving at work, and the moderating role of humility. Two-wave data were obtained from 248 employees of 15 China firms. The findings suggest that (a) CPEID increase coworker innovation performance by fostering coworker learning; (b) CPEID decrease coworker innovation performance by undermining coworker vitality; (c) Coworker humility not only positively moderates the relationship between CPEID and coworker learning, but also positively moderates the indirect effect of coworker learning between CPEID and coworker innovation performance; and (d) the moderating role of coworker humility is not significant in the relationship between CPEID and coworker vitality. This study provides a theoretical explanation for whether CPEID have both positive and negative effects on coworker innovation performance, and extends boundary conditions of idiosyncratic deals (i-deals). Besides, the findings inspire managers to make reasonable use of the positive role of i-deals.

An exploratory study on the barriers to innovative behavior: the spiteful effect of envy

Purpose

The present investigation aimed to evaluate the influence of envy on the predisposition to innovative behavior, starting from a conceptual model that considers not only the direct influence of envy but its indirect influence through ostracism and alignment with the negative behaviors of superiors.

Design/methodology/approach

Using a survey applied to 168 individuals, a conceptual model was developed based on the relationship ignored in the literature between envy and innovative behavior. The model was validated using the multivariate statistical technique of structural equation modeling with partial least squares estimation (Partial least squares structural equation modeling [PLS-SEM]).

Findings

The results of the study suggest that envy not only has a direct positive influence on alignment with negative boss behaviors and ostracism, but also an indirect influence on ostracism mediated by alignment with negative boss behaviors. Another important result of the present investigation refers to the negative effect of envy on the predisposition to innovative behavior. The results suggest that the greater the envy, the lower the innovative behavior.

Practical implications

This research provides evidence that envy can act as a barrier to innovation by triggering counterproductive behaviors such as ostracism and a decrease in predisposition to innovative behaviors, either due to innovative individuals prematurely exiting the organization or due to them lessening/dampening their innovativeness to avoid the negative consequences. Given this scenario, it becomes necessary to increase managerial awareness on the subject to manage negative emotions to promote the conditions for organizational innovation.

Originality/value

The present research contributes in both practical and theoretical ways to understanding the effects of envy on the predisposition to innovative behavior. Adding to this, this research represents a conceptual advance by linking envy to innovative behavior, providing a promising avenue for extending the psychological relevance of the envy construct to organizational and management studies, which are generally positive, normative and outcome-oriented.

Team idiosyncratic deals and team breakthrough innovation: Based on the perspective of input-process-output model

Purpose

As a new human resource management practice, idiosyncratic deals are personalized employment arrangements negotiated between employees and employers and intended to benefit them both. It plays an important role in attracting, retaining and motivating employees to promote breakthrough innovation. Based on the input-process-output (I-P-O) model, this paper examines the relationship between team idiosyncratic deals and team breakthrough innovation, the mediating role of team exploratory-exploitative knowledge sharing, and the moderating roles of team transactive memory systems and team cognitive flexibility.

Participants and methods

In order to reduce the effects of common method biases and causal lag effect, this study is divided into three stages for data collection, with a time interval of 1 month. Eighty teams (406 employees) from six enterprises in Shanghai and Hangzhou were selected as samples, and the hypothesis test was carried out by hierarchical regression analysis, bootstrap, and Johnson-Neyman method.

Results

The results show that higher team idiosyncratic deals are associated with higher team breakthrough innovation through higher team exploratory-exploitative knowledge sharing, and that team transactive memory systems and team cognitive flexibility positively moderate the mediating effect of team exploratory-exploitative knowledge sharing in the relationship between team idiosyncratic deals and team breakthrough innovation in the first stage and the second stage, respectively. Under the joint effect of high team transactive memory systems and high team cognitive flexibility, the mediating effect of team exploratory-exploitative knowledge sharing is stronger.

Conclusion

The research results break through the previous research framework of social exchange theory, and I-P-O model to explore the influence mechanism of team idiosyncratic deals, in order to promote the sustainable growth of team breakthrough innovation through this non-standard work arrangement. It is hoped that this research can inspire modern enterprises to create team idiosyncratic deals for valuable teams engaged in breakthrough innovation, which are more conducive to give full play to their heterogeneous talents, and finally help enterprises break through the industry bottleneck and win the market competition.

The effect of i-deals on employees’ unethical behavior during the COVID-19 pandemic: The roles of hubristic pride and grandiose narcissism

The COVID-19 pandemic has created enormous challenges for organizations and employees. Due to the effectiveness of idiosyncratic deals (i-deals for short) in management practices, more and more organizations use this human resource management tool to address the challenges posed by the COVID-19 pandemic. However, whether there are potential risks or negative effects of i-deals in the COVID-19 pandemic environment is not very clear. Drawing upon social cognitive theory, we proposed that i-deals may foment focal employees’ unethical behavior by triggering their hubristic pride, and such process may be moderated by their trait of grandiose narcissism. We conducted a survey during the COVID-19 outbreak and tested our hypotheses with 492 samples from Shandong Province, China. Consistent with predictions, we found a positive relationship between i-deals and hubristic pride, which, in turn, increased their unethical behavior. And the relationship between i-deals and unethical behavior was mediated by hubristic pride. Furthermore, grandiose narcissism strengthened the positive relationship between i-deals and hubristic pride, as well as the indirect effect of i-deals on unethical behavior via hubristic pride. Our findings contributed to the literature on i-deals and provided guidance for organizations to address the challenges posed by the COVID-19 pandemic.

Uncovering Missing Voices: Invisible Aspects of Idiosyncratic Deals (I-Deals)

To provide context for this special issue’s eight articles, we review the lenses adopted in i-deals research and its findings and then address under-studied aspects of i-deals. Part of the societal trend toward customization of employment arrangements, the i-deals workers negotiate for themselves are the subject of a growing body of research. We observe that i-deals research investigates both antecedents and consequences of i-deals at levels from the individual and dyad to team and organization. Numerous theories have been applied to explain i-deal phenomena beginning with social exchange theory in its initial research to social comparison and diverse theories regarding human needs and values. Employers are known to use i-deals to attract, motivate, and retain workers, while employees pursue i-deals to better their work lives and career opportunities. Although the positive effects of i-deals for organizations and i-dealers alike are well-documented, potential negative effects are under-studied. Moreover, white collar workers in developed countries are the recurrent focus in i-deals research to the neglect of other occupations and societies. In this article and special issue, we seek insights regarding understudied aspects of i-deals to deepen investigation into their myriad manifestations and effects.

Moral disengagement mediates the relationship between idiosyncratic deals and core employees' prosocial rule breaking

The majority of past studies on employees' prosocial rule breaking have focused on the effects of individual traits, work characteristics, or leadership behavior. We used social cognitive theory to examine the effect of idiosyncratic deals on core employees' prosocial rule breaking from the perspective of employee–organization relations. Using a longitudinal design, we conducted a survey with 395 Chinese core employees. The results show that idiosyncratic deals were positively related to core employees' prosocial rule breaking, and that moral disengagement played a partial mediating role in this relationship. This study gives new insight into the processes through which idiosyncratic deals increase core employees' prosocial rule breaking, and provides important suggestions for how to reduce prosocial rule breaking in organizations. Theoretical and practical implications and future research prospects are discussed.

Factors Affecting Request & Receipt of I-deals: An Investigation in the Context of Older Workers

I-deals are a key method for organizations to retain and motivate employees, yet little research has investigated employee motivations for seeking i-deals and antecedents to request and receipt. We examine these largely invisible antecedents of i-deals in the context of older workers, a cohort of increasing importance in the workplace. Through thematic analysis of 82 in-depth interviews with Australian workers over the age of 50, we develop a model of i-deal emergence that delineates the motivation, request, and receipt stages of i-deals. We identified four motivational influences to seek i-deals: to improve work–life balance, to repair psychological contract breach, and to craft satisfactory retirement pathways; high levels of existing job-role autonomy acted as a demotivator to request i-deals. We also identified three factors associated with an i-deal request being granted: an older worker’s value to the organization, positive employee–manager relationships, and emphasis of mutual benefit for employee and employer. We identified a novel antecedent for i-deals: feasibility—an older worker’s perception of how likely they are to be successful when requesting a desired i-deal. Feasibility perceptions are informed by organizational practices and policies around i-deals, co-worker i-deal experiences, and job-role constraints. Feasibility can influence an employee’s decisions to request an i-deal and also directly affect attitudes toward the employer, regardless of whether an i-deal is present, desired, or otherwise. Theoretical and practical implications are discussed and future directions outlined.

Differences in I-Deals Within Groups: A Multilevel Approach

Idiosyncratic deals (i-deals) are customized work arrangements that employees negotiate with their employer. Despite the burgeoning growth, i-deals research is primarily focused on the benefits to the recipients without sufficiently considering how differences in i-deals across group members can have implications at the group and individual levels. To better guide the nascent literature, we (a) conceptualize content, quantity, and magnitude as the three key bases upon which i-deals can differ; (b) explain why content of i-deals can reflect social or economic exchange; and (c) define relative i-deals, that is, how individual group members’ i-deals compare to coworkers, and group i-deals differentiation, that is, the degree of variability in team member i-deals, in actual and perceptual terms. In our multilevel theory development of differences in i-deals, we offer propositions on (a) effects of perceived relative i-deals on outcomes at the individual level, (b) effects of actual and perceived group i-deals differentiation on outcomes at the group level, and (c) perceived group i-deals differentiation as a moderator of the effects of perceived relative i-deals at the individual level. Lastly, we conclude with managerial implications and future directions for research.

When Do Coworkers’ Idiosyncratic Deals Trigger Social Undermining?—The Moderating Roles of Core Self-Evaluations and Conscientiousness

Idiosyncratic deals are personalized work arrangements negotiated between enterprises and employees based on employees’ abilities and needs, previous studies have focused more on their positive effects on i-dealers and neglected the negative effects on peers in the process of interpersonal interaction. In view of this, this study explores the effects of coworkers’ idiosyncratic deals on employees’ social undermining and the internal mechanism based on social comparison theory. This study tested the theoretical model with a sample of 331 employees from six enterprises in China. The results showed that the interaction between perceptions of coworkers’ receiving idiosyncratic deals and low core self-evaluations stimulated employees’ feelings of relative deprivation, which triggered social undermining toward i-dealers. At the same time, employees’ conscientiousness could weaken the positive effect of relative deprivation on social undermining. Therefore, it reveals the negative peer effect of idiosyncratic deals and provides theoretical and practical implications for preventing the interpersonal harm doing caused by idiosyncratic deals.

Do Multiple I-Deals in a Team Help or Hinder Team Outcomes? A Resource Scarcity Perspective

Idiosyncratic deals (i-deals) are individualized employment arrangements negotiated and agreed upon by individual employees and their organization. This study addresses an emerging conundrum in i-deals research—whether the prevalence of i-deals in teams helps or hinders team outcomes. Because teams in which i-deals are prevalent receive more resources and status, they may be more cohesive and engage in more supportive behaviors. On the other hand, because i-deals differentiate among team members, teams in which i-deals are prevalent may be less cohesive and less inclined to engage in OCB. To solve this puzzle, we draw from a resource scarcity perspective to posit that understanding intra-team i-deal dynamics requires taking into account both organizational-level (i.e., organizational i-deal scarcity) and team-level (i.e., team power structure) factors. Using data from 40 organizations, 166 teams, and 1016 employees, we disentangle the complex interplay among the prevalence of i-deals in a team, organizational i-deal scarcity, and intra-team power structure in predicting both team cohesion and intra-team OCB.

Putting a Spotlight on the Ostracizer: Intentional Workplace Ostracism Motives

Workplace ostracism is a prevalent and detrimental type of mistreatment. To curtail this harmful behavior, researchers need to identify who is more likely to intentionally ostracize others at work and the motives that drive them to do so. Past reviews of workplace ostracism focus primarily on the outcomes of ostracism, and the few that address the antecedents often examine a limited set of variables. We examined themes in the ostracism literature and determined that employees intentionally ostracize others due to either punitive or defensive motives. Punitive motives are focused on protecting the interests of the group, whereas defensive motives pertain to defending the interests of the self. We present a model of the ostracizer based on these motives and the associated perceptions of threat and negative emotions that precipitate ostracism. Our model provides an extension of the workplace ostracism literature by presenting a testable theoretical framework, rooted in appraisal theory, to explain why and when employees are likely to ostracize others at work. We also provided suggestions for an expansion of the ostracizer motives literature, with the goal of encouraging research that provides greater understanding of the perspective of the ostracizer.

What Does Your I-deal Say About Me? A Social Comparison Examination of Coworker Reactions to Flexibility I-deals

We focus on the implications of flexibility i-deals, that is, individually negotiated employment conditions regarding when, where and/or how to work, for i-dealers’ coworkers. Drawing on social comparison theory, we examine how coworkers’ attributions regarding the basis for flexibility i-deals (i.e., needs or performance) and perceptions of procedural fairness concerning the allocation of flexibility i-deals predict the display of organizational citizenship behavior (OCB) via feelings of competence. The results, based on two independent and complementary studies ( n 1 =260; n 2=211), are consistent with our hypothesized moderated-mediation model. Whereas need attributions are positively related to competence feelings and subsequent OCB, performance attributions are negatively related to these variables. The effects are more pronounced at high than at low levels of procedural fairness. This suggests that fair procedures do not always benefit coworker reactions as they can enlarge the negative impact of performance attributions on feelings of competence and subsequent OCB. Furthermore, we provide evidence for the explanatory mechanisms by revealing that the attribution (needs vs. performance) drives opposing social comparisons (downward vs. upward, respectively) and that procedural fairness can increase coworkers’ felt personal accountability for these comparisons, thereby triggering a matching emotional response. Our results show that flexibility i-deals can have a bright side, but also a dark side, depending upon the basis and fairness of the allocation. As such, they enrich the academic conversation about the effectiveness of flexibility i-deals and guide practitioners.

How Impactful Are Grit, I-Deals, and the Glass Ceiling on Subjective Career Success?

Due to the ever-changing organizational and societal conditions that make reliance on external definitions of success unworkable or undesirable, subjective career success has remained a critical topic in careers studies. Among the drivers of subjective career success, research has identified personality traits and job resources as essential sources. Grit, in the form of a personality trait, together with I-deals (job resource) and perceptions of employees’ glass ceiling can provide new insights regarding factors, which can heighten employees’ subjective career success. Therefore, the main purpose of the study is to investigate the direct and indirect effect of grit on each dimension of subjective career success via I-deals and perceptions of the glass ceiling. Surveys from 221 female security forces from both private and public sector in Oyo state, Nigeria, were collected and the data was analyzed using the smartPLS. The results showed that grit is positively related to I-deals, glass ceiling and career satisfaction, but not to happiness, psychological wellbeing, and work engagement. I-deals mediated the relationship between grit and subjective career success’ dimensions, while the glass ceiling did not. This study was able to infer that personality trait (grit) has much to relate with how women perceive the existence of the glass ceiling in their organization.

The Trickle-Down Effect of Territorial Behavior: A Moderated Mediation Model

The present research seeks to explore how and when leader territorial behavior trickles down to the follower. Relying on social information processing theory, we hypothesize that territorial behavior has a trickle-down effect from leader to follower, and perceived insider status mediates the relationship between leader territorial behavior and follower territorial behavior. Competition climate is supposed to strengthen the effect of leader territorial behavior on perceived insider status. Two hundred and fifty-two dyads data of supervisor–subordinate in Chinese enterprises provided support for our hypotheses. The results suggest that leader territorial behavior is positively related to follower territorial behavior and that follower perceived insider status significantly mediates the relationship. Moreover, competition climate strengthens the negative relationship between leader territorial behavior and perceived insider status as well as the indirect effect of leader territorial behavior on follower territorial behavior via perceived insider status. Theoretical and practical implications are further discussed.

Top Management Team Knowledge Hiding and Enterprise Innovation Performance: A Moderated Mediation Model

Top management team (TMT) knowledge hiding, which is not only related to the normal operation of the team but also closely related to enterprise innovation performance, has been paid little attention to in the previous studies. Based on the theories of upper echelons, knowledge management, and innovation, this study proposed a moderated mediation model to research how TMT knowledge hiding affected enterprise innovation performance. In this model, TMT knowledge hiding was the independent variable, TMT creativity was the mediating variable, enterprise innovation performance was the dependent variable, and team competitive climate was the moderating variable. MPLUS7.0 was used for the CFAs to evaluate the discriminate validities of the key variables, and SPSS 22.0 was used to calculate the descriptive statistics, analyze the correlations between variables, make the multiple regression analysis, and process the data obtained from 612 executives in 53 TMTs. The results showed that TMT knowledge hiding had a significant negative impact on enterprise innovation performance; TMT creativity had a partial mediating effect between TMT knowledge hiding and enterprise innovation performance, and team competitive climate had a moderating effect on the relationship between TMT knowledge hiding and TMT creativity. These research results fill up the gap of the theoretical research in TMT knowledge hiding and provide scientific guidance to reasonably reduce or eliminate the phenomenon of TMT knowledge hiding and improve enterprise innovation performance.

Ticket to Ride: I-deals as a Strategic HR Tool for an Employable Work Force

We describe how idiosyncratic deals (I-deals), in this case I-deals focused on workers’ employability enhancement, can serve as a powerful strategic HR tool for simultaneously meeting both the strategic goals of employers and the career goals of employees. Building on a sustainable career perspective, I-deals are interpreted as highly valuable, as they can help individual employees to more easily adapt to the fast-changing environments that nowadays characterize society and the labor market. After theoretical outlines on the concepts of I-deals and employability, we argue that I-deals can form the basis for integrative employment relationships aimed at employability enhancement. This article concludes with concrete recommendations for practice, indicating that in order to enable the sound use of I-deals as a strategic HR tool, organizations should discuss I-deals and employability openly through constructive dialogue. Moreover, examples for achieving this through specific practices, such as working with employability coaches and world cafés on employability, are described.

Employability Paradox: The Effect of Development Idiosyncratic Deals on Recipient Employees' Turnover Intention

Applied social cognitive theory, this study built a moderated mediation model to explain how and when development idiosyncratic deals (i-deals) affect recipients' turnover intention. Specifically, this study proposed two paths that linked development i-deals with the recipients' turnover intention. One path was a retention path via perceived internal employability and another path was a turnover path via perceived external employability. This study tested the hypotheses with a sample of 337 employees from three companies in China. The results showed that development i-deals improved recipients' perception of internal and external employability both. Perceived internal employability predicted low risk of turnover, but perceived external employability predicted high risk of turnover. And perceived internal and external employability played mediating roles in the relationship between development i-deals and turnover intention. Furthermore, the recipients' perception of opportunity to perform in current organization strengthened the relationship between perceived internal employability and turnover intention, but weakened the relationship between perceived external employability and turnover intention. Theoretical and practical implications of these findings were discussed.

Effects of coworker's idiosyncratic deals on witness's creative process engagement: roles of responsibility for change and perceived exploitative leadership

Emerging research in the idiosyncratic deals literature is to examine its negative effects. Thus far, much remains unknown about how and when idiosyncratic deals are associated with employee creative process engagement. Invoking fairness heuristic theory and trait activation theory, we propose and test a model that coworker's idiosyncratic deals have a negative association with witness's creative process engagement through psychological contract violation. Furthermore, we theorize and test the combination of the responsibility for change and perceived exploitative leadership as important boundary conditions, associate interact with coworker's idiosyncratic deals to strengthen the positive impact on psychological contract violation, thereby reducing witness's creative process engagement. We use two time-lagged studies to provide support for these mediation and moderation effects, and also discuss the theoretical and practical implications of these findings.

The antecedents and consequences of workplace envy: A meta-analytic review

Extensive research has been conducted into the antecedents and consequences of workplace envy, but there have been limited meta-analytic reviews. This meta-analysis draws on social comparison theory to examine studies of envy in the workplace and develop a comprehensive model of the antecedents and consequences of workplace envy. We reconcile the divergent findings in the literature by building a model of three types of workplace envy that distinguishes between episodic, dispositional, and general envy. The results suggest that individual differences (e.g., narcissism, neuroticism), organizational contexts (e.g., competition, position), and social desirability are predictors of workplace envy. They also reveal that workplace envy is related to organizational citizenship behaviors (OCBs), negative behaviors (e.g., ostracism, social undermining), negative emotions, organizational perceptions (i.e., engagement, satisfaction), turnover intentions, and moral disengagement. We test the moderating roles of envy types, measurement approaches, and causal directions. The results reveal that these moderators have little differences, and that some variables (e.g., self-esteem, fairness) may be both antecedents and consequences of workplace envy. Finally, we suggest that future research into workplace envy should investigate contextual predictors and moderators of the social comparison process that triggers envy. This meta-analysis can serve as a foundation for future research into workplace envy.

A moderated mediation model of idiosyncratic deals and innovative performance of R&D employees: roles of vitality

Purpose

As personalized work arrangements, idiosyncratic deals can activate employees’ energy and thus affect their innovative performance. The purpose of this study was to examine whether employee vitality mediates the relationships between two different types of idiosyncratic deals and the innovative performance of employees and whether the mediating effects are moderated by employees’ age.

Design/methodology/approach

Matched data were collected from 620 employees and their direct supervisors who work in two large Chinese technology R&D organizations.

Findings

Results indicate that two different types of i-deals (task and work responsibilities i-deals and flexibility i-deals) are positively related to the innovative performance of employees and that vitality mediates those relationships. Further, chronological age enhances the positive relationship between task and work responsibilities i-deals and vitality, and it enhances the indirect effect that task and work responsibilities i-deals relate to the innovative performance of employees through vitality. However, the results of this study indicate that the moderating effect of chronological age on flexibility i-deals and vitality, as well as the moderated mediation effects of vitality on the relationship between flexibility i-deals and the innovative performance of employees, did not meet the standard for significance.

Originality/value

Based on the cognitive evaluation theory, this study explores more deeply the mechanism by which task and work responsibilities i-deals and flexibility i-deals activate employees’ energy and thus influence their innovative performance. In addition, this study comprehensively considers the moderating effect of chronological age, an important demographic variable, on the mechanism of idiosyncratic deals.

Are your gains threat or chance for me? A social comparison perspective on idiosyncratic deals and coworkers' acceptance

Idiosyncratic deals (i-deals) refer to customized work arrangements and employment conditions employees negotiate with employers. Significant scholarly attention has been paid to understand the responses of i-deals' recipients. However, little attention has been paid to coworkers' reactions to the i-deals. This study examines how coworkers react to focal employees' i-deals. We tested our hypotheses with a sample of 253 employee–coworker pairs and found that coworkers are more likely to accept focal employees' flexibility i-deals than development i-deals. Specifically, we found that coworkers view focal employees' development i-deals as more threatening to their status than flexibility i-deals, and status threat mediates the relationship between development i-deals and coworkers' acceptance. In addition, flexibility i-deals increase coworkers' perception of obtaining future i-deals more than development i-deals, and this perception mediates the relationship between flexibility i-deals and coworkers' acceptance. Furthermore, the results show that coworkers' relative leader–member exchange moderates the above relationships.

Social Relationships and Turnover: A Multidisciplinary Review and Integration

Although there has been a notable increase in research on the effect of social relationships on turnover across different disciplines, including management, sociology, communication, applied psychology, corporate strategy, and economics over the past two decades, this stream of research has not been complied into a thorough and theoretically insightful review. In this article, we review and integrate the literature on social relationships and turnover by (a) defining social relationships broadly; (b) taking an interdisciplinary approach; (c) examining relational components embedded in turnover theories; (d) summarizing findings on the association between behavioral, structural, and psychological features of social relationships and turnover; (e) explaining how the findings can contribute to extant turnover theories; (f) discussing operationalizations of social relationships; (g) identifying limitations of prior research and theories; and (h) providing directions for future research. Our review charts what is known and unknown about the association between social relationships and turnover with the goal of laying out a path for moving forward.

When Is Proactivity Wise? A Review of Factors That Influence the Individual Outcomes of Proactive Behavior

There is solid evidence that proactivity, defined as self-initiated and future-focused action to change oneself or the situation, can positively benefit individuals and organizations. However, this way of behaving can sometimes be ineffective or have negative consequences. We seek to understand what factors shape the effect of proactivity on individual-level outcomes. On the basis of a review of 95 articles, we identify three categories of factors that mitigate or exacerbate the effectiveness of proactive behavior: task and strategic considerations (e.g., situational judgment), social and relational considerations (e.g., having an open leader), and self-regulatory considerations (e.g., learning orientation). We then extrapolate from this review, and draw on psychological theories of wisdom, to suggest that individuals can be more or less “wise” in the proactive goals they set, and in how they pursue those goals. In closing, we identify further research directions that flow from the notion of wise proactivity.