Beyond top‐down and bottom‐up work redesign: Customizing job content through idiosyncratic deals
研究提出个性化协议作为工作再设计的第三种方式，发现其与领导成员交换正相关，能改善工作特征（更高复杂性、控制，更低压力），进而提升员工主动性和工作投入。
Abstract Two established approaches to work redesign are formal top‐down interventions and proactive bottom‐up job crafting. Top‐down approaches are limited in their ability to create individually optimized work characteristics, whereas bottom‐up processes are constrained by the latitude workers have to modify their own jobs. Following recent research on the idiosyncratic deals (i‐deals) individuals negotiate with their employer, task i‐deals customizing job content are suggested as a third approach to work redesign. Hypotheses on antecedents and consequences of task i‐deals were tested in two studies conducted in the United States and Germany using structural equation modeling. LMX related positively to the extent of successfully negotiated task i‐deals, which, in turn, was associated with a more positive evaluation of work characteristics—specifically, higher complexity and control and lower stressors. Work characteristics mediated positive indirect effects of task i‐deals on employee initiative and work engagement. Denied requests for task i‐deals were associated with a more negative assessment of work characteristics. We conclude with theoretical, practical, and research implications for better understanding and implementing work redesign through i‐deals. Copyright © 2010 John Wiley & Sons, Ltd.