Idiosyncratic Deals,Perceived Organizational Support And Employee Innovation Behavior

Under the background of globalization,Chinese enterprises are realizing the transformation from "Made in China" to "Created in China",which depends on the creativity and innovation.Innovative needs necessarily impose requirements on human resource management.Therefore,a fundamental and crucial issue in the sustainable development of Chinese enterprises' innovation is how to reasonably construct incentive mechanism,stimulate individual intrinsic motivation and achieve innovation;and it is also a problem faced by most enterprises.Human resource management practices are transforming towards customization,especially personalized employment relationships.The introduction of ideals can promote mutual benefit and win-win situation between both employees and the company(Rousseau,Hornung&Kim,2009).In addition,i-deals indirectly affect individual intrinsic motivation and innovation behavior through affective commitment,voice behavior,OCB,etc.Therefore,this paper firstly focuses on how i-deals affect individual innovation behavior.We explored the mechanism of the effect of i-deals on employee innovation behavior through empirical research.Exploring how and when i-deals affect innovation behavior through a cross-layer moderated model.Innovation behavior is closely related to individual psychological state factors(Tierney,1992)and individual initiative(Park&Jo,2018),so we introduced perceived organizational support as a mediator of i-deals for innovation behavior.Many scholars have known that leader-member exchanges have an important impact on individual and team productivity(Li&Liao,2014),but few scholars have noticed that leader-member exchange differentiation has a certain impact on personal productivity,and whether leader-member exchange differentiation have a moderate impact on innovation behavior is unknown.Therefore,we took the leader-member exchange differentiation as the moderated variable,and tried to explore the moderated effect of the leader-member exchange differentiation between i-deals and innovation behavior.Firstly,we collected and analyzed the related literatures of i-deals,perceived organizational support,innovation behavior and leader-member exchange differentiation.Then,through the search for theoretical breakthroughs,the hypothesis and model of this paper are proposed.Thirdly,this paper used 64 supervisor questionnaires and 257 employee valid questionnaires to analyze and validate the data by using SPSS21.0 and HLM6.08 statistical software.Finally,based on the existing research,the research results of this paper are discussed.The study draws the following conclusions:(1)Task i-deals,flexibility i-deals and development i-deals have positive impact on employee innovation behavior;(2)Task i-deals,flexibility i-deals and development i-deals have positive impact on perceived organizational support;(3)Perceived organizational support partially mediates the relationship between task i-deals,development i-deals and employee innovation behavior,and perceived organizational support completely mediates the relationship between flexibility i-deals and employee innovation behavior;(4)Contrary to the original hypothesis,the leader-member exchange differentiation negatively moderated the relationship between the task i-deals and the employee innovation behavior.However,the moderated effect of leader-member exchange differentiation between flexibility i-deals,development i-deals and employee innovation behavior is not established;(5)In addition,the leader-member exchange differentiation positively moderated the relationship between the task i-deals and the percieved organizational support.However,the moderated effect of leader-member exchange differentiation between flexibility i-deals,development i-deals and perceived organizational support is not supported.