Effects of task and work responsibilities idiosyncratic deals on perceived insider status and the moderating roles of pe
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Effects of task and work responsibilities idiosyncratic deals on perceived insider status and the moderating roles of perceived overall justice and coworker support Cherng G. Ding1 · Yen‑Wei Chang1 Received: 25 June 2018 / Accepted: 25 February 2019 © Springer-Verlag GmbH Germany, part of Springer Nature 2019
Abstract We empirically examine the effect of task and work responsibilities idiosyncratic deals (task i-deals) on employees’ perceived insider status (PIS) and the moderating roles of perceived overall justice (POJ) and coworker support. Data were collected by using self-reported questionnaires administered to a sample of 750 employees from three government-owned companies in Taiwan. Confirmatory factor analysis was used to assess the reliability and validity of measurements and hierarchical regression analysis to test for the hypothesized relationships. This study adds to the existing literature by showing that task i-deals exert positive influence on employees’ PIS, POJ negatively moderates the positive relationship between task i-deals and PIS, and coworker instrumental support positively moderates the relationship. However, the positive moderating effects of coworker emotional support on the relationship were not empirically supported. The findings are useful for flexible work design. We briefly discussed some theoretical and practical implications based on the research results obtained. Keywords Idiosyncratic deals · Perceived insider status · Perceived overall justice · Coworker support · Work design JEL Classification M12
* Cherng G. Ding [email protected] Yen‑Wei Chang [email protected] 1
Institute of Business and Management, National Chiao Tung University, 118 Chung‑Hsiao West Road, Section 1, Taipei, Taiwan
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C. G. Ding, Y.-W. Chang
1 Introduction Work design, referred to as “the content and organization of one’s work tasks, activities, relationships, and responsibilities” (Parker 2014, p. 662), has great impact on employee well-being, positive work attitudes, and performance (Parker et al. 2017a, b). Work design research concerns well-being/strain, absenteeism, role perception, job involvement, creativity, internal work motivation, job satisfaction, turnover intention, organizational commitment, and performance (Humphrey et al. 2007; Parker et al. 2017a, b). Work design is considered to benefit both employees and employers (Hackman and Oldham 1975, 1976, 1980; Hornung et al. 2010). There are three concepts of work design: job redesign, job crafting, and idiosyncratic deals (i-deals) (Hornung et al. 2010). Job redesign is initiated by management (top-down), while job crafting is initiated by employees and implemented at their own discretion (bottom-up). Differing from job redesign and job crafting, i-deals is typically initiated by employees through negotiated arrangements with their employers (Hornung et al. 2010; Rousseau et al. 2006). Work design theory provides a framework to depict the role of i-deals in the relational ties between employee
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