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Idiosyncratic deals (I‐deals) are work arrangements between an employee and a manager, aimed at meeting the employee's specific work‐related needs (Rousseau,,I‐deals: Idiosyncratic deals employees bargain for themselves, M. E. Sharpe, New York, NY). Studies to date have focused on the effects of successful I‐deal negotiations, but have paid little attention to what determines whether negotiated I‐deals are also obtained. We propose that managers play a crucial role in this process, and explore the role of managers' emotions in translating negotiation into obtainment. We suggest that I‐deals are more likely to be obtained when managers feel more positive and less negative about an employee's I‐deal process in the aftermath of the negotiation. We then aim to determine what shapes managers' emotions about the I‐deal process. Given that I‐deals are intended to be beneficial for the entire team (Rousseau,,I‐deals: Idiosyncratic deals employees bargain for themselves, M. E. Sharpe, New York, NY), we expect that managers feel more positive about the I‐deal process of employees who engage in socially connecting behaviours following their I‐deal negotiation. In contrast, managers feel more negative about the I‐deal process of employees who engage in socially disconnecting behaviours. Results from a two‐wave study of employees and their managers supported our hypotheses. Our findings contribute to research on I‐deals by distinguishing between the negotiation and obtainment of I‐deals and by highlighting the role of managers' emotions in translating negotiated I‐deals into obtainment and the importance of employees' socially connecting and disconnecting behaviours following I‐deal negotiations.Practitioner pointsI‐deals are individually negotiated work agreements between an employee and an employer about parts of their jobs or specific tasks. Previous research has predominantly focused on the negotiation of I‐deals.Yet, negotiated I‐deals may not always materialize. How managers feel about the I‐deal process of employees in the aftermath of the negotiation is a crucial factor in translating successfully negotiated I‐deals into obtained I‐deals.When managers feel more positive and less negative about the I‐deal process, they are more likely to facilitate the obtainment of employees' deals.Because I‐deals are supposed to benefit the entire team, managers' emotions about the I‐deal process are influenced by employees' behaviours following the negotiation. Managers are likely to feel more positive about an employee's I‐deal process if he/she displays socially connecting behaviours and more negative when the employee disconnects from others in the aftermath of I‐deal negotiations.

Purpose– The central goal of this research is to understand the effects of organizational culture and organizational resilience over the riskiness versus non-riskiness categorization of subcontractors. The paper aims to discuss these issues.Design/methodology/approach– This study utilizes multiple sources of data collected in two different time setting. At time one, data were collected from the subcontractors (n=50) of a leading services providing company in Turkey. In order to validate these findings, second wave of data collection was followed one year later. This time, the data were collected from the subcontractors (n=59) of another services providing company in Turkey. Cluster approach was applied.Findings– Results from the cluster analyses revealed interesting insights. Subcontractors that were characterized by high-performance orientation, high uncertainty avoidance and high future orientation were categorized as non-risky. Therefore, the hypotheses found support. Furthermore, in terms of the organizational resilience dimensions, subcontractors having high structural reliance, organizational capability and processual continuity were also categorized as non-risky. The validation study carried out with different subcontractors also revealed the same patterns of findings.Research limitations/implications– This study revealed that organizational culture and organizational resilience carry critical implications during the subcontractor selection process. Focal companies that seek to expand their work with subcontractors should seek cultural fit and resilience.Originality/value– This study is the first study to examine the effects of organizational culture and organizational resilience over subcontractor riskiness in the same framework. Furthermore, data were collected from different sources, in two different times and using different approaches.

PurposeBased on the job-demands resources model, this study examines the potential of human resource management practices to simultaneously improve physicians' burnout and quality of patient care during the COVID-19 pandemic.Design/methodology/approachDrawing on a sample of 499 physicians working in specialised medical units, structural equation models through PLS-SEM was used to check the proposed hypotheses.FindingsThe results show that human resource management can reduce physicians' burnout and increase quality of patient care by considering job demands and job resources as mediators. In addition, this study suggests that burnout and quality of patient care can be improved simultaneously.Research limitations/implicationsThis research is focused on healthcare, which opens important opportunities to extend the proposed model in other public and private industries.Practical implicationsManagers need to understand that fostering well-being among employees is crucial for human resource management and impacts positively on employee performance.Originality/valueThis study offers a double mediation process whereby job demands and job resources are key underlying mechanisms through which human resource management practices reduce burnout and improve performance in a compatible way.

The individualization of working conditions has culminated in the form of "i-deals," which are uniquely negotiated arrangements between employees (i-dealers) and their supervisor. Implementing such idiosyncratic deals, however, only makes sense when their benefits outweigh their costs. To assess their merit, co-worker reactions should be considered. Do i-deals trigger fairness perceptions and emotions among co-workers? And how do these factors influence co-workers' behaviors? To date, the cognitive and emotional mechanisms of co-workers' behavioral reactions have been underdeveloped. In this article, we build on social comparison theory to develop a process model. We argue that social comparison is not a given, as co-workers might not necessarily compare themselves with the i-dealer. Yet, if they engage in comparison, this can be upward when they feel disadvantaged or, alternatively, downward. Such comparisons include a unique set of emotions and fairness perceptions, which together influence co-workers' behaviors positively or negatively. Moreover, we argue that the boundary conditions of the relational context within which i-deals unfold play an important role. Our model offers theoretical insights into co-worker reactions to i-deals as well as a future research agenda. The model also aids practitioners in understanding co-workers' reactions and in guiding them to assure positive reactions.

This open access book presents a novel multidisciplinary perspective on the importance of human flourishing. The study of the good life or Eudaimonia has been a central concern at least since Aristotelian times. This responds to the common experience that we all seek happiness. Today, we are immersed in a new paradoxical boom, where the pursuit of happiness seems to permeate everything (books, media, organizations, talks), but at the same time, it is nowhere, or at least very difficult to achieve. In fact, it is not easy to even find a consensus regarding the meaning of the word happiness. Seligman (2011), one of the fathers of the positive psychology, confirmed that his original view the meaning he referred to was close to that of Aristotle. But, he recently confessed that he now detests the word happiness, since it is overused and has become almost meaningless. The aim of this open access book is to shed new light on human flourishing through the lenses of neurosciences and health, organizations, and arts. The novelty of this book is to offer a multi-disciplinary perspective on the importance of human flourishing in our lives. The book will examine further how different initiatives, policies and practices create opportunities for generating human flourishing.

The COVID-19 pandemic has tested health care professionals to the extreme. This study investigated the re-enchanting effect of shared leadership and passion at work in the context of public health care. This study advances on the Self-Determination Theory to suggest that shared leadership has a positive effect on resilience and performance through passion at work at different levels of analysis. A sample of 518 physicians working in Spanish public hospitals was used. The results showed that shared leadership was associated with team and individual outcomes via passion at work at team level, while no significant mediating effect was found for passion at work at the individual level. The theoretical and practical implications of the findings are discussed, limitations are considered, and future research directions are suggested.JEL CLASSIFICATION: M12, M54

Purpose The purpose of the present study is to examine the relationship between spiritual leadership and employees' alienative commitment to the organization, both directly and indirectly, via employee social capital. We also test the role of employee political skill as a boundary condition of the indirect spiritual leadership–alienative commitment link. Design/methodology/approach Time-lagged data were collected from 491 employees in various manufacturing and service organizations. Data were analyzed using structural modeling equation in Mplus (8.6). Findings Spiritual leadership was negatively associated with alienative commitment, both directly and indirectly, via social capital. Employee political skill moderated the indirect relationship between spiritual leadership and alienative commitment, such that the relationship was stronger when employee political skill was high (vs low). Practical implications The demonstration of spiritual leadership's behaviors by both managers and employees can develop employees' social capital at work, which in turn can reduce employees' negative commitment to the organization. Likewise, improving employees' political skills can help leadership diminish alienative commitment. Originality/value The present work contributes to the literature on spiritual leadership by foregrounding how and why spiritual leadership undermines employee alienative commitment to the organization. By doing so, the study also enhances the nomological networks of the antecedents and outcomes of social capital and contributes to the scant literature on negative alienative commitment. Given the prevalence and negative repercussions of alienative commitment for employees' and organizations' productivity and performance, our findings are timely and relevant.

AbstractIn an era where home and work domains have become inseparable, it is surprising that extant research has placed less emphasis on examining the boundary conditions and mechanisms to understand the home‐to‐work crossover and spillover process. Building on the work–home resources theory and the crossover‐spillover perspectives, we test a resource‐based crossover‐spillover model of how one partner's work–family spousal support provision relates to the other partner's creativity at work. We propose that "phubbing" at home affects the crossover process of resource exchange between partners. Regarding the spillover from home to work, we propose that job crafting mediates the association between work–family spousal support and employee creativity. Daily diary data were collected from 65 dual‐earner couples, over 15 working days in the United States. Results from the multilevel actor–partner interdependence model show that work–family support enhances employee creativity by prompting the employee's relational job crafting and cognitive job crafting at work. Moreover, our results reveal that the high level of phubbing at home weakens the work–family support crossover between partners. We contribute to the literature by adding evidence regarding the mechanisms that enable social support at home to turn into employee creativity at work.

PurposeAlthough scholars have suggested that employees often carefully consider social contexts before enacting voice, few studies have explored whether firms foster employee voice behavior by adopting a set of systematic HR practices, namely, high-commitment work systems (HCWS). By integrating the literature on HCWS and voice, the purpose of this paper is to explore the mechanisms of how HCWS utilization influences employee voice.Design/methodology/approachThe authors adopted multilevel analyses with HLM software to examine the research hypotheses. The authors collected data from a sample of 290 employees and 58 line managers from 11 software design and development firms in China.FindingsHCWS utilization positively affected employee-experienced HCWS which enhanced psychological safety and perceived organizational support, and in turn employee voice behavior. In addition, HCWS utilization positively influenced employee-experienced HCWS, and subsequently increased voice efficacy. However, contrary to the expectations, voice efficacy was not related to employee voice.Originality/valueThe study is the first to integrate research on HCWS and voice. By building on the theory of planned behavior, the authors provide new insights into the relationship between HCWS utilization and employee voice and inspire researchers to elucidate other explanatory mechanisms in this link.