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This article contributes to the idiosyncratic deals (i-deals) literature by explicating and theorizing market-based and supportive i-deal pathways. In so doing, it enhances understanding of how i-deals are negotiated, addresses gaps in theoretical understanding about how outcomes emerge and reconciles divergent narratives regarding the availability of i-deals to stars or a broader pool of employees. To achieve this, the study explores the inputs, process, and outcomes of flexibility and financial i-deal creation using a qualitative approach. It addresses a deficit in multi-stakeholder i-deals research, drawing on 42 semi-structured interviews with employees, line managers and HR representatives in a financial service and a construction company. Findings detail how market-based i-deals are premised on economic exchange. They respond to employer needs to secure star performers, while employee needs may be flexibility or financially focused. The negotiation of market-based i-deals is distributive, and their creation is perceived by employees as special treatment to which they are entitled, leading to purely functional benefits for organizations (e.g., recruitment/retention). In contrast, supportive i-deals are relational, responding to employee needs for flexibility and employer needs to build high-quality employment relationships. Their negotiation is integrative. Perceived by employees as a reflection of being valued, supportive i-deals lead to broader reciprocation. Researchers and practitioners should consider the implications of these pathways. In particular, the article emphasizes the broad benefits of supportive i-deals but serves to manage expectations regarding the potential limitations of market-based i-deals, that may lead to functional benefits (e.g., recruitment/retention) but not positive attitudes and behaviors.

This article brings together resource-based theory and contingency theory to analyze organizational capability in the public sector. Fuzzy-set qualitative comparative analysis is used to identify configurations of organizational attributes (department size, structural complexity, agencification, personnel instability, use of temporary employees), associated with high and low organizational capability in UK central government departments. Findings identify a single core configuration of organizational attributes associated with high capability departments—low structural complexity and personnel stability. Two core configurations are associated with low capability departments—personnel instability and the combination of structural complexity and departmental agencification. Based on the configurations evident in successful and struggling organizations, discussion illuminates potential organizational design strategies to improve public sector organizational capability.

This insightful Research Handbook delivers a comprehensive analysis of the significant contemporary trends and issues affecting human resource management (HRM) for health care, and their subsequent impact on individuals, organisations and national health services.This title contains one or more Open Access chapters.

Improving healthcare governance is an enduring challenge for policy‐makers. We consider two national healthcare regulators adopting novel 'hybrid' regulatory control strategies in pursuit of improvement. Hybrids combine elements usually found separately. Scotland's and Ireland's regulators combine: (1) top‐down formal regulatory mechanisms deterring breaches of protocol and enacting penalties where they occur (e.g. standard‐setting, monitoring, accountability); and (2) bottom‐up capacity building and persuasive encouragement of adherence to guidance by professional self‐determination, implementation, and improvement support (e.g. training, stimulating interventions). We identify socio‐historical contextual factors constraining and enabling regulatory hybridity, whether and how it can be re‐created, and circumstances when the approaches might be delivered separately. Using our findings, we develop a goal‐oriented governance framework illustrating distinct, yet complementary, national and local organizational roles: (1) ensuring the adoption and implementation of best practice, (2) enabling and (3) empowering staff to adapt and add to national mandates, and (4) embedding cultures of improvement.