This study extends job demands-resources (JD-R) theory by examining the impact of task i-deals on employee outcomes in the context of workgroup membership. Specifically, I examine whether and how task i-deals interact with the workgroup socio-affective context to influence employee perceived career opportunities and task performance. I suggest that task i-deals positively impact employee perceived career opportunities and that perceived career opportunities transmit the indirect effect of task i-deals on employee performance. Further, I propose that workgroup supportive climate and team orientation moderate these relationships. Multi-level modeling using time-lagged multi-source data from 553 employees and 113 supervisors nested in 113 workgroups showed a positive direct relationship between task i-deals and employee perceived career opportunities and a positive indirect relationship between task i-deals and task performance via employee perceived career opportunities. Moderation analyses further revealed that workgroup supportive climate strengthens the relationship between task i-deals and employee perceived career opportunities whereas workgroup team orientation weakens this relationship. Finally, results of a Monte Carlo simulation indicated that the indirect effect of task i-deals on employee task performance via perceived career opportunities is stronger under high workgroup supportive climate and low workgroup team orientation conditions. I discuss theoretical and practical implications along with directions for future research.
