Th-SYM-2111-4 - Managers’ career advancement decisions for i-deal holders: A policy-capturing study

Track:
Flexible work hours
What:
Symposium
When:
Thursday May 18   11:30 AM to 01:00 PM (1 hour 30 minutes)
Where:
Accenture Theatre
Discussion:
0
 
Employment relations
Flexible work hours
Th-SYM-2111-4
Managers’ career advancement decisions for i-deal holders: A policy-capturing study
(ORAL PRESENTATION IN SYMPOSIUM: EAWOP2017-SYMPOSIUM 2111
M. Simosi 1,*, M. Tomprou 2
1Business School, University of Roehampton, London, United Kingdom, 2Carnegie Mellon University, Pittsburgh PA, United States
 
Content: PRESENTATION IN SYMPOSIUM:  EAWOP2017-SYMPOSIUM 2111
Purpose. In this study we examined the extent to which i-deals affect the process through which managers make decisions about their employees’ career advancement.
 
Design/Methodology. Using policy capturing approach, we developed and tested  sixteen scenarios in 118 managers to assess the extent to which three types of i-deals (flexibility i-deals, reduced workload i-deals, and development i-deals) along with contributions to co-workers (to reduce any burden to peers due to an i-deal) influence their decisions about their employees career advancements (i.e., pay raise, promotion, and career success).  
 
Results. Developmental i-deals positively affect managers’ decisions concerning employees’ pay raise, promotion, and career success, whereas reduced workload affect their decision negatively. When developmental i-deals are accompanied by contributions to peers, managers make more favorable decisions for pay raise and promotion, but not for long-term success. Contributions to peers affect positively managers’ decision about employee career advancement. Flexibility i-deals influence positively managerial decision about employee long-term career success only when employees contribute to their peers.
 
Limitations. Although we instructed participants to make decisions just as they would at work, the extent to which our results generalize to real-life managerial decision making remains an empirical question.
 
Research/Practical Implications. This study provides insights on how managers make decisions about i-deals and offers practical recommendations for career management practices especially for these employees who choose to negotiate and request an i-deal.

Originality/Value. This is one of the first studies that explains managerial decision making for i-deal holders.
 
 
 
 
 
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