Flexibility I-deals and prosocial motives: a trickle-down perspective

Didem Taser*, Yasin Rofcanin, Mireia Las Heras, Maria Jose Bosch

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

6 Scopus citations


Growing concerns of maintaining the best talent have contributed to the rising number of idiosyncratic deals (i-deals) at the workplace. I-deals refer to the personalised work arrangements between employees and their employers where the terms benefit both parties. Despite the acknowledgment that supervisors are key in creating i-deals, research to date has overlooked their role. Drawing on prosocial motives and social learning theory, we explore an overall model of what triggers employee flexibility i-deals and the consequences of such i-deals on employee outcomes. In so doing, we explore one of the key yet untested assumptions of i-deals theory: that they are intended to be mutually beneficial. We investigate our model with matched supervisor–employee data (n = 186) collected in El Salvador and Chile. Findings reveal that there is a positive association between supervisors’ prosocial motives and employees’ flexibility i-deals. Moreover, prosocial motives of supervisors trickle-down and shape employees’ functioning at work (i.e. work performance and deviant behaviours) and lead them to be more prosocially motivated through employees’ flexibility i-deals.

Original languageEnglish
Pages (from-to)4334-4359
Number of pages26
JournalInternational Journal of Human Resource Management
Issue number21
StatePublished - 2021
Externally publishedYes

Bibliographical note

Publisher Copyright:
© 2021 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group.


  • Prosocial motives
  • deviant behaviours
  • flexibility i-deals
  • multi-level data
  • work performance


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