Individualized work arrangements, known as idiosyncratic deals or i-deals, are becoming more common as employees seek better work-life balance and employers look for ways to attract and retain talent. These arrangements are negotiated between an employee and supervisor, allowing for customized solutions such as flexible work hours.
Illinois Institute of Technology Professor of Management Smriti Anand has studied i-deals for over 15 years. Her latest research, published in the Academy of Management Journal, examines how social networks within workplace groups influence who receives these special arrangements.
Anand’s study surveyed 807 workers and 158 supervisors across two settings: employees at 70 mid-sized restaurants in a southwestern U.S. city and staff at a large retail business in Iran. Employees were asked to identify colleagues they saw as trustworthy collaborators (trust networks) and those they considered obstacles to productivity (hindrance networks). Supervisors also provided information on current i-deals and employee performance.
The research found that individuals who are central in trust networks are more likely to receive i-deals, while those seen as central in hindrance networks are less likely to benefit from such arrangements. The advantage of being part of a trust network is even greater when there are more hindrance networks than trust networks within a group.
Anand explained that “Most work groups have several positive ‘trust’ networks of people who are largely seen as trustworthy collaborators, as well as several negative ‘hindrance’ networks of people who are considered as difficult to work with.” She added that both how an individual is viewed by co-workers and the overall balance between trust and hindrance networks within a work group affect the granting of i-deals.
One key finding is that being viewed negatively—as part of a hindrance network—has a stronger impact on not receiving an i-deal than the positive effect of being seen as trustworthy does on receiving one.
According to Anand and her co-authors, this research offers practical guidance for managers regarding team composition, training aimed at building trust among employees, and using i-deals strategically to help improve performance among workers who may otherwise be seen as difficult.
For instance, an employee caring for a sick family member might be perceived as a hindrance because they cannot take on extra tasks or support colleagues. A supervisor could use an i-deal offering flexible hours to support that employee’s needs while potentially improving their standing within the group.
“People can become part of a hindrance network for many reasons, and managers need to pay attention and think about that,” says Anand. “If what employees want and need can be accommodated without harm to the social and professional fabric and effectiveness of the work group, why not support that?”