Balancing flexibility i‐deals and job insecurity: How coordination flexibility i‐deals affect employee well‐being and burnout

Abstract This research introduces coordination flexibility idiosyncratic deals (i‐deals), which allow employees to negotiate their current work tasks and pursue alternative job roles and work activities. This research examines when and how coordination flexibility i‐deals affect employee well‐being and burnout. Drawing on social exchange theory and conservation of resources theory, we propose that coordination flexibility i‐deals have a more positive effect on well‐being and a more negative effect on burnout for employees who have lower job insecurity than those facing higher job insecurity. This is because coordination flexibility i‐deals lead employees who have lower (relative to higher) job insecurity to less objectify themselves as if they are instrumental tools. The results of two experimental studies and two multi‐wave surveys have provided support for these hypotheses. This research extends the existing literature on flexibility i‐deals and adds to our understanding of the boundary conditions and mechanisms through which coordination flexibility i‐deals affect well‐being and burnout.