Abstract
By integrating conservation of resources and social comparison perspectives, we seek to investigate how employees’ own i-deals, independently from and jointly with their coworker’s i-deals, determine their emotional exhaustion and subsequent deviant behaviors. We conducted a field study (131 coworker dyads) focusing on task i-deals, and used Actor–Partner Interdependence Model and polynomial regression to test the hypotheses. We found that emotional exhaustion not only mediated the negative relationship between employees’ own task i-deals and deviant behaviors, but also mediated the positive relationship between upward social comparison of task i-deals (i.e., a coworker’s vs own task i-deals) and deviant behaviors. These results demonstrated the intra- and interpersonal implications of task i-deals for emotional exhaustion and subsequent deviant behaviors. The current research not only shifts the attention from a predominantly positive view on i-deals to a more balanced and nuanced view on i-deals’ implications, but also sheds light on the interpersonal nature of i-deals and the emotional exhaustion implication of upward social comparison.
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Notes
We acknowledge that there are other ways to classify i-deals, including developmental i-deals (e.g., Hornung et al. 2010; Ng 2017), and our discussion of i-deal types is not comprehensive and is not intended to be so. Nonetheless, because task i-deals overlap with developmental i-deals (which also include advancement, promotions, and training; see Hornung et al. 2010), the present research renders evidence consistent with Ng’s (2017) findings regarding developmental i-deals.
To verify whether i-dealers invited a coworker whom they knew well, we included three questions on their work, communication, and expressive ties (Umphress et al. 2003): “To what extent are you required to interact with this coworker to get work done?” (1 = not at all; 5 = a great deal); “How often do you communicate with this coworker?” (1 = never; 5 = always); and “How do you generally feel about this coworker?” (1 = dislike a lot; 5 = like a lot). One-sample t tests against the value of 3 (mid-point) on a five-point scale indicated that both dyad members reported strong work (Ms > 3.95, ts(130) > 11.57, ps < 0.001), communication (Ms > 4.20, ts(130) > 18.12, ps < 0.001), and expressive ties (Ms > 4.24, ts(130) > 18.60, ps < 0.001) with each other. These results are consistent with those in Cohen et al.’s (2013) study where most of the invited coworkers also reported knowing the participants very well, with an average of 4.19 on a five-point scale from 1 (not very well) to 5 (extremely well). Additionally, one-sample Kolmogorov–Smirnov tests indicated that none of the work, communication, or expressive ties was normally distributed, with histograms showing that these ties had strong negative skewness.
Like Vidyarthi et al. (2010), we did not hypothesize a non-linear effect of participants’ own task i-deals or perceived coworker task i-deals on emotional exhaustion, or envision significant effects for higher-order (quadratic and interactive) terms. Nonetheless, we tested the APIM model with the higher-order terms. However, Actor and Partner in the APIM model were distinguishable (instead of indistinguishable) due to the added higher-order terms, so we treated the first-recruited and later-invited participants (invited by the first-recruited participants) as distinguishable. All paths from the higher-order terms to emotional exhaustion were non-significant; thus, excluding these terms did not significantly change our result patterns. Second, we compared the model fit indices between our final model and the alternative model with the higher-order terms. There was no significant change in χ2 (∆χ2 = 25.86, df = 24, p = 0.36). Third, due to the non-significant higher-order terms, the three-dimensional plot of the regression equation with higher-order terms, as expected, did not show noticeable curvilinear effects. For the above three reasons, we only included the linear terms in our final APIM model. This not only simplified our analyses and highlighted the hypothesized paths, but also enabled us to treat the i-dealers and their respective invited coworkers as indistinguishable, thus facilitating the interpretation of our results.
Given the strong correlation between participants’ own task i-deals and perceived coworker task i-deals, we diagnosed multicollinearity. Specifically, we regressed participants’ emotional exhaustion on their own task i-deals and perceived coworker task i-deals, separately for first-recruited and later-invited participants. The collinearity statistics were: tolerance indices = 0.34 and VIFs = 2.92 for the participants, and tolerance indices = 0.32 and VIFs = 3.11 for the invited coworkers. Therefore, there was no severe concern about multicollinearity.
Adding job level (1 = entry level, 2 = intermediate level, 3 = middle management level, 4 = upper management level, 5 = executive level), coworker tenure, and work, communication, and expressive ties as control variables did not change the result patterns significantly.
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Funding was provided by University of Richmond Jepson School of Leadership Studies and University of Richmond Robins School of Business.
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Kong, D.T., Ho, V.T. & Garg, S. Employee and Coworker Idiosyncratic Deals: Implications for Emotional Exhaustion and Deviant Behaviors. J Bus Ethics 164, 593–609 (2020). https://doi.org/10.1007/s10551-018-4033-9
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DOI: https://doi.org/10.1007/s10551-018-4033-9