Task idiosyncratic deals and task interdependence: Effects on demand–ability fit and employee outcomes.
Task idiosyncratic deals (I‐deals) exemplify an employer and employee co‐creating job design approach. However, past literature has predominantly relied on social exchange mechanisms to explain their impact on employee behaviour, which may be insufficient in capturing the critical job‐related mechan...
| Published in: | Journal of Occupational & Organizational Psychology Vol. 98; no. 3; pp. 1 - 25 |
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| Main Authors: | , , , , |
| Format: | research tables/charts Journal Article |
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Wiley-Blackwell
Sep2025
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| Online Access: | View this record in EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ccm&AN=188298748&site=ehost-live header: @attributes: shortDbName: ccm uiTerm: 188298748 longDbName: CINAHL Complete uiTag: AN controlInfo: bkinfo: dissinfo: jinfo: jid: 09631798 OOP jtl: Journal of Occupational & Organizational Psychology issn: 09631798 maglogo: Y pubinfo: dt: Sep2025 vid: 98 iid: 3 pid: 480 pub: Wiley-Blackwell place: Malden, Massachusetts artinfo: ui: 188298748 188298748 188298748 10.1111/joop.70042 188298748 ppf: 1 ppct: 24 formats: tig: atl: Task idiosyncratic deals and task interdependence: Effects on demand–ability fit and employee outcomes. aug: au: Wang, Jie Kim, Tae‐Yeol Chen, Tingting Liang, Yongyi Lin, Summer Xiaoxia affil: Nottingham University Business School China, University of Nottingham Ningbo China, Ningbo, China sug: subj: Employer-Employee Relations Employee Attitudes Task Performance and Analysis Job Performance Interprofessional Relations Human China Supervisors and Supervision Funding Source Male Female Adult Path Analysis Analysis of Variance T-Tests Scales Adult: 19-44 years Male Female ab: Task idiosyncratic deals (I‐deals) exemplify an employer and employee co‐creating job design approach. However, past literature has predominantly relied on social exchange mechanisms to explain their impact on employee behaviour, which may be insufficient in capturing the critical job‐related mechanisms underlying the effects of task I‐deals. We draw on person–environment (PE) fit theory to propose that demand–ability (DA) fit can enrich our understanding of the effect of task I‐deals on employee behaviour. To test this mechanism, we conducted two studies. One was a field survey collected from 468 employees and 107 supervisors across three time points. The other was a pre‐registered scenario‐based online experiment involving 400 full‐time employees. Through these two studies, we found that task I‐deals were positively related to job performance and voice behaviour, and DA fit mediated these positive relationships. In addition, task interdependence enhanced the positive effect of task I‐deals on DA fit. The overall moderated mediation model was also significant. These findings highlight the importance of task I‐deals as an alternative approach to job design beyond top‐down and bottom‐up job design approaches and underscore PE fit as a novel theoretical perspective for understanding the impact of task I‐deals. pubtype: Academic Journal doctype: research tables/charts Journal Article ougenre: Article language: English refInfo: holdings: @attributes: islocal: N |
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