How do weekly obtained task i-deals improve work performance?The role of relational context and structural job resources

Yasin Rofcanin*, Mireia Las Heras, Maria Jose Bosch, Jakob Stollberger, Michael Mayer

*Autor correspondiente de este trabajo

Resultado de la investigación: Contribución a una revistaArtículorevisión exhaustiva

5 Citas (Scopus)

Resumen

Previous research on idiosyncratic deals (i-deals) has treated them as concrete events, arguing that these i-deals shape employment relationships and impact on work performance over long periods of time. However, some types of i-deals may be negotiated and shaped over short periods of time. The aim of this research is to understand the social context within which these types of i-deals unfold and influence employee work performance. Focusing on task i-deals and adopting a weekly diary design approach, we explore the role of relationship quality with co-workers and managers that matter for the obtainment of task i-deals and how obtained task i-deals translate into work performance, over weeks. To explore our research questions, we collected weekly diary data (over 7 weeks; n = 67 employees; 67 co-workers and 23 managers) from employees, their co-workers and managers. The results from multi-level analyses demonstrate that weekly reports of co-worker support matter more to obtain task i-deals than employee’s relationship quality with their manager. Furthermore, results underline that weekly structural job resources explain how and why obtained task i-deals lead to enhanced work performance over weeks. HR managers and practitioners can design task i-deals as short-term intervention tools to drive work performance.

Idioma originalInglés
Páginas (desde-hasta)555-565
Número de páginas11
PublicaciónEuropean Journal of Work and Organizational Psychology
Volumen30
N.º4
DOI
EstadoPublicada - 2021
Publicado de forma externa

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© 2020 Informa UK Limited, trading as Taylor & Francis.

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