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

dc.coverageDOI: 10.1080/09585192.2021.1953564
dc.creatorTaser, Didem
dc.creatorRofcanin, Yasin
dc.creatorLas Heras, Mireia
dc.creatorBosch, Maria Jose
dc.date2021
dc.date.accessioned2026-01-05T21:20:05Z
dc.date.available2026-01-05T21:20:05Z
dc.description<p>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.</p>eng
dc.identifierhttps://investigadores.uandes.cl/en/publications/07cbc220-2b82-476c-adda-6c4a9bcb5787
dc.identifier.urihttps://repositorio.uandes.cl/handle/uandes/68824
dc.languageeng
dc.rightsinfo:eu-repo/semantics/openAccess
dc.sourcevol.33 (2021) nr.21 p.4334-4359
dc.subjectProsocial motives
dc.subjectdeviant behaviours
dc.subjectflexibility i-deals
dc.subjectmulti-level data
dc.subjectwork performance
dc.titleFlexibility I-deals and prosocial motives: a trickle-down perspectiveeng
dc.typeArticleeng
dc.typeArtículospa
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