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Idiosyncratic deals, or i-deals, are customizations that employees make to their jobs with the consent of their organization. This study investigates how employees obtain their task and developmental (T&D) i-deals by using qualitative data obtained from professionals in India.

In-depth, qualitative interviews were conducted with 27 professionals employed in diverse services firms in India. Data was analysed using the Gioia guidelines (Gioia et al., 2013).

The findings show a four-stage i-deal obtainment process that highlights how the desire for a T&D i-deal emerges, strengthens and materializes into an actual discussion or negotiation, and the routes employees take depending upon the success or failure of the i-deal discussion.

I-deals obtainment is a four-stage cyclical process, encompassing several factors, including attempts at credibility building by the i-dealer, assessing the availability of the i-deal within the organization and using influence tactics during the i-deal discussion. The application of social learning theory accentuates understanding of the i-deal obtainment process, particularly how employees develop and recognize the desire for an i-deal and how they progress through the four stages.

Grounded in social learning theory and conservation of resources theory, this study examines the link between witnessing co-workers’ idiosyncratic deals (i-deals) and task crafting, task crafting and task i-deals negotiation; and the route that employees take to build their perceptions of personal brand equity.

A time-lagged survey was used to collect data from 259 information technology (IT) and consulting professionals in India. Hypotheses were tested using PROCESS MACRO in R.

Results show that witnessing co-workers’ i-deals is positively associated with both task crafting and task i-deals negotiation; and task i-deals negotiation is positively associated with employees’ personal brand equity. Findings also show that task crafting mediates the positive impact of witnessing co-workers’ i-deals on task i-deals negotiation. Further, the study shows that need for legitimization of task customizations moderates the positive relationship between task crafting and task i-deals negotiation, in such a manner that the relationship is stronger when employees’ need for legitimization is low, and it is insignificant when their need for legitimization is high.

This is one of the earliest studies that examine the relationship between task crafting and task i-deals negotiation; and shows that employees negotiate task i-deals to build their personal brand equity.

This paper aims to examine the mediation effect of organizational learning on the link between human resource management (HRM) practices and organizational performance in some Big4 financial services companies.

The quantitative methodology was chosen for this research, using resource theory and knowledge-based approach to explain the relationship between latent variables. A sample of 403 HR employees and managers of the companies under study in France was selected in 2022. Structural equations modeling was used based on the Spss-Amos program to test the research hypotheses.

The results revealed that organizational learning played a mediating role between HRM practices (hiring, training, motivation and decision-making) and organizational performance and that learning enabled the performance of workers to improve and achieve competitive advantages in this field.

The sample was based on four international companies working in the field of financial services and consulting and providing their services within France, which may affect the generalisability of the results and limit them to the studied sector.

The contribution of the study is to improve the awareness of administrators, decision makers and company employees of the importance of organizational learning for companies, and to stimulate motivation to learn and exchange knowledge in a constructive way that enhances organizational performance. Working on organizational culture change through HRM-practices-based learning as an effective mechanism for organizational performance improvement is one implication. These practises influence cadres' attitudes toward their work, which improves their performance.

Working on organizational culture change through HRM-practices-based learning as an effective mechanism for organizational performance improvement is one implication. These practises influence cadres' attitudes toward their work, which improves their performance.

This study seeks to provide cadres and executives with an in-depth analysis of HRM and organizational learning, which, through its integration of these attributes, can contribute to the earning of knowledge-based competitive advantage and achieve superior and sustainable performance.

This study aims to identify and analyse the gains and strains associated with flexible working practices (FWPs) introduced and adopted prior to and during the pandemic and consider how these experiences are likely to shape the future of workplace flexibility post-pandemic.

A case study research strategy was adopted to explore the FWPs implemented by a state-owned organisation in the Chinese publishing industry. A mixed data collection method was used. Quantitative data was collected from 50 valid questionnaires, which was followed by 7 qualitative interviews to gain rich insights into the availability and effectiveness of various FWPs and associated benefits and drawbacks.

While the results confirm positive effects FWPs have on employee engagement and retention and on business continuity and employee well-being during the pandemic, the empirical analysis highlights the performance-driven patterns in use and impacts of some FWPs, which caused concerns and dilemmas. Besides the increasing intense market competition, the changing face of state-owned enterprises and managerial attitudes have been found to have significant effects on the use of FWPs.

This paper has contributed to a better understanding of flexible working in an under-researched setting, reflected in changes before and during the pandemic, offering an insight into the commercialised nature of flexible working in the Chinese context. It has implications for organisations and HR practitioners as they envision future workplace flexibility.

We explore the benefits and challenges for organisations using hybrid working practices post-pandemic. We focus upon the non-profit English social housing sector; however, this research is relevant to any organisation adopting hybrid working practices. The implications for productivity and performance management of hybrid practices are currently not well understood.

Within this Reflective Practice work, we apply a dual-theoretic lens to a new Ways of Working tool and adopt a mixed methods approach. First scoping interviews were conducted with senior managers possessing strategic knowledge of their organisations’ approaches to hybrid working. Secondly, a large-scale survey was administered to evaluate employees’ perceptions of hybrid working, including their concerns for future impacts.

Our data identify several benefits and challenges associated with hybrid working. Reclaimed commuting time was deemed a positive benefit, alongside greater personal time, work-life balance and (for the majority) less-interrupted workspace. Challenges were identified regarding the transparency of staff reward and recognition, the potential for masked burnout and purposeful team communication.

Due to the unique context of the pandemic and widespread, but sudden adoption of home- and hybrid working, this study can be taken as a snapshot in time as organisations recalibrate the consequences of new ways of working.

Despite hybrid working having been possible for decades, many articles describe typical benefits (e.g. less commuting time) and challenges (e.g. organisational culture) without fully understanding productivity and performance implications. To explore this, we extend Palvalin et al.’s (2015) Tool by establishing a theoretical foundation through the conservation of resources theory and practice theory.

This study aims to investigate the implementation of flexible working arrangements and satisfaction, family work conflicts and the performance of educators. The potential benefits of FWA implementation for life balance highlight the importance of this research. The study’s results can be used as study material to make policies on implementing FWA for educators.

The research uses the survey method and conducts interviews with educators who are selected and willing to be interviewed. The research sample was taken by the non-probability sampling method from 245 participants. The analysis used is PLS-SEM.

The findings indicated that flexible working arrangements had no impact on job satisfaction. The variable that has the greatest influence on determining the performance of educators is job satisfaction.

The study provides information about the application of flexible working arrangements, provides flexibility for educators to change work schedules, do work from anywhere, regulate work patterns and regulate work duration. This study is unique as it focuses more on flexible work arrangements related to remote work arrangements for educators, as the authors understand that no previous study was conducted.

There has been an explosion of interest in “Equity, Diversity, and Inclusion” (EDI) – also referred to as DEI among other acronyms. On the one hand, this management trend has the potential to draw attention to the ways in which organizational practices and climates can be transformed to have a positive impact on the underrepresentation of women and other marginalized and excluded groups in the workplace. On the other hand, there may be real consequences for women as EDI replaces other concepts such as women's rights, gender equality, affirmative action, employment equity, gender discrimination, etc. This chapter applies a gender lens to the EDI concept and management policy and practice. It juxtaposes EDI's emergence with the lack of progress on gender equality that is observed and measured in many regions of the world and highlights several critiques that may explain this lack of progress. It also identifies what EDI policies and practices need to take into consideration to better address gender inequality in the workplace. Legal approaches are discussed along with a list of potential areas of research on EDI and gender equality to determine the best path forward for making concrete progress on true equality for women in the workplace.

Age-inclusive management practices are crucial for addressing the needs of the older workforce, but there is limited research on these practices. One underexplored area is how workplaces can support older employees dealing with the loss of a loved one. The psychological process of loss differs for older employees and can have adverse effects on their ability to perform in the workplace. The purpose of this paper is to explore how workplaces can provide the necessary tools to support their older grieving employees.

This conceptual paper draws on the job-demand resource model and signaling theory to investigate how flexible work arrangements can support older employees after a bereavement and contribute to optimal employee performance.

Flexible work arrangements are theorized to lead to optimal performance via informational support. An ethical climate and stronger cultural competencies are proposed to strengthen this relationship. A theoretical framework is presented for a comprehensive research approach.

This paper advances the current understanding of age-inclusive management and offers a novel perspective on the benefits of flexible working arrangements.

This study examines the intricate relationship between family influence and perceived justice in performance management systems within family firms. Recognizing the unique dynamics that family ownership brings to human resource practices, the research aims to delineate how family presence affects both the process and the perception of fairness in performance evaluations.

Using a conceptual framework, the research adopts a dual-method approach, combining a comprehensive literature review with theoretical modeling. The study synthesizes existing research and theoretical insights to explore the effects of family influence on the perceived fairness of performance management practices.

The findings reveal that family influence profoundly shapes fairness perceptions in performance management, impacting family and non-family employees. It affects systems' design, implementation and reception, with mechanisms including resource distribution and criteria alignment. Specifically, family influence molds fairness perceptions within the performance management process, enhancing organizational performance and fostering trust in family businesses, thus supporting sustainable growth.

This study contributes to the family business and human resource management literature by providing a nuanced understanding of how family dynamics influence perceptions of justice in performance management. It underscores the dual role of family influence in enhancing and complicating fairness perceptions, thus offering a balanced view that can inform academic research and practical HR management in family firms.

The study principally aims to investigate the relationship among work–life balance (WLB), job satisfaction (JS) and employee commitment (EC) among the railway staff by integrating the social exchange theory (SET). The study also explores JS as a mediator in the context of the new normal.

A mixed-method sequential explanatory design was utilized for this study. The research instrument was administered to 533 railway employees, using purposive sampling to ensure reliability and validity. Structural equation modeling (SEM) was employed to analyze the quantitative data and measure mediation effects. Additionally, 15 interviews were conducted with employees from three job positioning groups (A, B and C) to gain further insights into commitment-related concerns.

The study found that WLB and JS positively influenced EC, with JS acting as a mediator between WLB and EC. Furthermore, factors such as fostering friendships among colleagues, effectively managing work–life integration and recognizing the importance of job roles were identified as crucial in enhancing the relationship between WLB and EC.

The study includes SET to examine the social exchange process while considering WLB benefits as a reward from the employer and EC as the outcome of this reward. This study contributes by examining the effects of COVID-19 on the railway industry and EC. The mixed-methods sequential explanatory design gave a comprehensive understanding of the relationships between WLB, JS and EC. The study’s implications highlight the importance of implementing supportive policies, such as flexible work schedules and a supportive organizational culture, to enhance employee commitment and reduce attrition rates. The study emphasizes the significance of prioritizing employee well-being to achieve organizational goals and enhance organizational commitment.