Task i-deals and professional service performance: knowledge collecting as mediator and role breadth self-efficacy as moderator

Abstract

Purpose Professional service performance depends on the psychological and knowledge resources of front-line employees. However, the mismatch between the resources possessed by employees and the job demands leads to insufficient alignment, thereby restricting the improvement of professional service performance. We examine how task-related idiosyncratic deals (task i-deals) influence professional service performance. Drawing from conservation of resources theory, we develop a moderated mediation model that posits knowledge collection as a mediator and role breadth self-efficacy as a moderator. Design/methodology/approach We utilize a matched questionnaire dataset from managers and professional service employees at two professional service firms. The structural equation modeling method and the latent moderated structural equations (LMS) approach were used to test the theoretical hypothesis. Findings The results indicate that task i-deals have a positive effect on employees' professional service performance through the mediating role of knowledge collecting. In addition, RBSE can moderate the mediated relationship; specifically, when RBSE is high, this mediated relationship will be weaker. Originality/value Existing research has recognized the impact of standardized human resource management on professional service performance but has overlooked the critical role of the match between employees' individual resources and job demands. By introducing task i-deals, this study shifts the focus to personalized work design. We contribute by demonstrating how such “resource match” enhances professional service performance, thereby offering a novel perspective on the antecedents of professional service performance.