Creative Work Performance of Healthcare Professionals in Lahore Hospitals, Pakistan

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RESEARCH PAPER
Creative Work Performance of Healthcare Professionals in Lahore Hospitals,
Pakistan
Fahad Saddique1
, Nauman Mushtaq2
, Dr Muhammad Jam e Kausar Ali Asghar3
, Dr. Zaheer
Abbas4
, Dr. Muhammad Nawaz5
1-2
Ph.D. Scholar, The Institute of Management Sciences, Lahore, Pakistan
3
Associate Professor, Department of Management Science, Virtual University of Pakistan. Lahore, Pakistan
4
Associate Professor, Riphah International University, Faisalabad, Pakistan
5
Associate Professor, National College of Business Administration & Economics, Lahore Pakistan
*Corresponding Author fahad.sadique@gmail.com
ABSTRACT
The purpose of this study is to investigate the novel relationship between idiosyncratic deals (I-deals) and the
creative work performance of nurses through the mediating role of thriving. The sample size of paramedical
staff (nurses) of four hundred and twenty-one professionals served as the primary source of data, which was
collected through convenience sampling methodologies. We found that idiosyncratic deals (I-deals) have a
significant effect on the creative performance of nurses and that thriving partially mediates the relationship
between I-deals and creative performance. In accordance with this recommendation, this study suggests that
nurses be given I-deals to enhance their creative work performance, and if thriving is added as a mediator
between idiosyncratic deals and creative performance, their output appears to be quite innovative and
creative. In addition, the impact of professionals and their services offers efficient and effective results in the
workplace. The study's implication is that it is helpful in fulfilling the shortage of nurses during and after
pandemic situations and also helps improve creative performance at work.
Keywords: Idiosyncratic Deals, Thriving, Creative Performance, Health Services and Pakistan.
© 2023 The Authors, Published by (TJLSS). This is an Open Access Article under the Creative Common
Attribution Non-Commercial 4.0
INTRODUCTION
Especially in this time of emphasis (Takeuchi & Cai, 2014), creativity is a big part of
making a new establishment. Currently, the COVID-19 infection is going to cause major turmoil
in the year 2020. In Pakistan, healthcare has faced many challenges, like a lack of funding and a
shortage of medical professionals (Bukhsh et al, 2017). The nurse-to-patient rate suggests that the
Pakistan Nursing Council is 110, whereas the actual rate is 120. Additionally, the staff shortage
exacerbates the lack of government support. In these areas, nurses are faced with challenges,
including a lack of clinical resources and staff (Gilani 2018). Meanwhile, now idiosyncratic deals
Traditional Journal of Law and Social Sciences (TJLSS)
January-June 2023, Vol. 02, No. 01, [60 – 72]
Published: 10th April 2023
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Traditional Journal of Law and Social Sciences (TJLSS) January-June 2023, Vol. 2, No. 1
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(I-deals) have come out with operative human practices to resolve this above issue at the short
level (Rousseau et al, 2009). It consists of task, developmental, and flexibility interactions that
help the employee provide a valuable contribution to the organization. Moreover, psychological
satisfaction demanded a very positive outcome through thriving workplace. Furthermore, with I-
deals, the employees feel more superior. According to social comparative theory, the employee
who receives more I-deals may be perceived as more prioritized. Such employees have thrived and
are very enthusiastic about finding new techniques for doing their activities and solving issues
creatively. Due to intrinsic motivation, this study suggests that I-deal's motivation has a positive
relationship with employee creativity performance (Saddique et al, 2023). Moreover, I-deals are
always providing new learning and training opportunities that enhance their expertise, skills, and
creative thinking (Gilson & Madjar, 2011). Furthermore, the learning is based on continuous
improvement of skills, knowledge, and abilities during work, and vitality enhances the sense of
responsibility on the part of the worker to stay focused for better performance (Porath et al., 2012).
More energetic employees who are thriving have a greater scope for divergent thinking, cognition,
and creative performance (Spreitzer et al., 2005). According to social comparative theory, people
with more interactions are perceived as having a higher priority. Employees that practice thriving
will see more enthusiasm to create new ways of solving problems very creatively.
Therefore, based on augments, our study contributed in a number of ways. Firstly, I-deals
associate with the creative performance, Secondly, I-deals with thriving would be examined.
Thirdly, thriving is dependent on creative performance. Fourthly, thriving media are associated
with both I-deals and creative performance.
LITERATURE REVIEW
Idiosyncratic Deals and Creativity Performances
Idiosyncratic deals are customized work plans that workers and their managers arrange.
(Rousseau 2001). I-deals come in three types, job, autonomy, and progress (Hornung et al, 2008).
I-deals are a way to boost worker's personal drive at work and encourage them to do their best at
workplace (Wang et al, 2018). I-deals also give each person a chance to improve their skills and
knowledge, set goals for their future growth, and strengthen their commitment to linking their
organization (Rousseau et al., 2006), (Sharif et al, 2022). In Study (Zhou et al, 2018) looked at the
link between I-deals and innovation among Chinese workers. Researchers found that workers who
had established customized work arrangements were happier at work and had more ideas (Shin et
al, 2020) looked at how unique deals affect creative achievement among Korean workers. The
study found that managers scores and self-evaluations of creativity showed that workers who had
arranged personalized work arrangements were more creative (Jiang et al, 2021) also did a meta-
analysis to look at the link between results, such as inventiveness. The study showed that I-deals
were linked to employee innovation, job happiness, and dedication to the organization. I-deals, for
one thing, give employees the courage and confidence they need to take more chances in their
work and also give them a sense of psychological safety. Because workers are self-motivated, this
study shows that I-deals have a good effect on how creatively they do their jobs. More than ever,
I-deals is always giving them new ways to learn and train that improve their knowledge, skills,

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and ability to think creatively (Gilson et al, 2011) So, the following idea create on above
discussion: Hypothesis H1: Idiosyncratic-deals have positive effect on employee creativity
performance
Idiosyncratic deals and thriving at work
Promises negotiated between an organization and an employee are known as idiosyncratic
deals. The term "thriving" refers to the vigor and learning that people exhibit while on the job. The
learning is based on the ongoing growth of skills, knowledge, and abilities while the worker is
executing his job, and vitality refers to the worker's ability to do his task with a lot of passion and
vigor (Spreitzer et al., 2005). It depicts the progress of human beings in both their emotional and
cognitive qualities. Among all of these types of agreements, I-deals stand out as ones that heighten
employee’s feelings of responsibility for the results of their job and encourage them to maintain a
level of attention in order to provide superior results (Porath et al., 2012), (Nawaz et al, 2020). A
research study (Parker et al, 2017) investigated the connection between idiosyncratic transactions
and successful careers for Australian workers. According to the findings, workers who had
negotiated personalized employment arrangements reported higher levels of thriving at work, in
addition to increased levels of job satisfaction and psychological well-being. The researchers offer
that I-deals may support thriving at work by giving workers more influence over both the setting
in which they operate and the duties that are delegated to them. Furthermore, these personalized
arrangements may enable workers to match their job with their own talents and interests, which
may enhance results that motivation and engagement the workers. Moreover, (Bal et al, 2020)
conducted research in which they discovered that idiosyncratic deals were positively connected to
thriving at work among older employees in the Netherlands. Increasingly, I-deals are sending a
favorable signal to workers and showing them that they are appreciated (Connelly 2011). An
employee who feels appreciated is more cooperative, enthusiastic to assist others, and contributes
to the success of the company. (Spreitzer et al., 2005). As per above discussion, vitality refers to
the availability of energy while working, while learning refers to the process of continuously
obtaining new information and abilities that can be used on the job. With the development of self-
identity, tasks became more significant, simpler to learn, and performed with greater vigor in their
respective workplaces (Guerrero et al., 2016). The workers have improved their capabilities
through exposure to the outside world and are better equipped to deal with challenging situations
(Amabile et al 2016). As a consequence of this, the following possibilities are originated:
Hypothesis 2: Idiosyncratic deals have positive effect on employee thriving.
Thriving at Work and Creativity Performance
The abilities and behavior of any person to finish his task with creative and innovative
thoughts while facing complicated and unpredictable conditions are included in employee
creativity (Sharif et al, 2021). Employee creativity also includes the ability to handle complex and
uncertain situations. They are driven to accomplish this with a lot of enthusiasm because they are
thriving, which gives them energy and a thirst for learning (Spreitzer et al., 2005). Understanding
one's own growth in the acquisition of new abilities is called cognitive learning (Porath et al.,
2012). Individuals are inspired to further their careers and explore new chances as a result of this
new development. Employees that are successful in their work demonstrate more inventiveness. It

63
is believed that personnel of this sort are more driven to do their duties, increase their capabilities,
investigate more inventive areas, and experiment with different techniques. (Kauppila et al., 2016).
They are also establishing new ways of thinking and doing, in addition to giving new chances for
development and self-learning outside of the activities associated with their jobs. These workers
are successfully detecting issues and coming up with novel solutions to address them. Learning is
also a method of acquiring skills and information, which may help boost one's self-confidence and
drive one to seek out greater challenges and increase one's capacity for creative work (Amabile et
al, 2016). When people talk about their vitality, they are referring to their excitement and energy
levels. Because of this pleasant disposition, the personnel are able to think clearly and creatively
in order to find solutions to the challenges. These feelings are essential to the process of fostering
creativity because they lead to cognitive shifts that are necessary for creativity. According to the
expand and build, the behavioral and cognitive abilities of persons who experience such pleasant
emotions will boost the creation of psychological and social resources (Frederickson et al, 2001).
According to the findings of other study (Bakker et al 2012), workers who reported experiencing
greater levels of thriving at work also exhibited better levels of creative output. According to the
findings of the research, this correlation might be explained by the fact that workers who are
excelling in their jobs are more likely to have a happy mentality, which is thought to be conducive
to creative thinking. Furthermore, people who are prospering may be more inclined to take chances
and experiment with new methods, both of which may contribute to creative performance in the
workplace. Employees who reported greater levels of thriving at work were more likely to
participate in proactive activities, such as introducing new ideas or making modifications to current
procedures, according to the findings of another study conducted (Tims et al, 2015). The research
stated that this association may be related to the fact that people who are prospering at work have
a feeling of autonomy and control, which may lead to increased motivation and a greater desire to
take initiative on their own. Previous research indicates that a high level of pleased emotions is
associated with high levels of creativity, a high degree of development, and the ability to
effectively solve problems. These relationships are formed the pleasant emotions themselves.
Employees who put in more effort have a wider cognitive range, are better at divergent thinking,
and come up with more original ideas (Spreitzer et al., 2005). The subsequent hypotheses are as
follows: Hypothesis 3: Thriving has positive effect on employee creativity performance.
The Mediating effect of thriving at working
Idiosyncratic deals provide assistance, demonstrate confidence, and employee’s creative
potential for more autonomy (Farmer et al, 2003). In addition, new workers have a greater drive
and enthusiasm for their work, as well as new approaches to resolving issues and innovative
suggestions for completing duties. I-deals are meeting the requirements for development that are
necessary for new employees. On the other side, I-deals are giving workers the opportunity to feel
more privileged. People who have more I-deals are thought to have perceptions that are more
prioritized. According to social comparative theory, Employees that are prospering are more likely
to be enthusiastic to develop and build new methods of doing things and to solve challenges in an
extremely creative manner (Wang et al., 2018). In study, (Parker et al, 2017) discovered that
idiosyncratic deals had a positive association with job satisfaction, which in turn had a positive
association with thriving at work and creative performance. According to the findings of the

64
research, idiosyncratic deals may increase job satisfaction through providing workers with the
opportunity to personalize both their working environment and the activities they do through their
own requirements and preferences. This greater degree of thriving at work may then lead to an
enhanced level of job satisfaction, which may then contribute to an increased level of creative
performance. According to these results, there may be core link between idiosyncratic deals and
innovation that is played through thriving at work. There is an increasing number of research that
points to the possibility that thriving at work may act as a mediator on creative performance and
I-deals (Jiang et al, 2020). According to the findings of this research, idiosyncratic deals have a
good association with employee inventiveness, which in turn has a positive association with
employee thriving at work. According to the authors, workers who are able to negotiate
individualized employment arrangements have a higher level of psychological ownership over
their job, which in turn leads to a higher level of vitality and engagement while they are working.
The subsequent facilitation of more creative problem-solving and idea development may result
from this heightened vigor (Pan et al, 2020). This research also discovered that an employee's level
of happiness at work acted as a mediator in the connection between idiosyncratic dealings and
creative output. In addition, the authors suggest that a supportive work environment had a
moderating role in the association between I-deals and thriving in one's professional life. When
workers had the impression that their coworkers and superiors approved of the individualized
employment arrangements they had made for themselves, they were more likely to have a stronger
sense of vitality and engagement while they were on the job. This, in turn, enabled them to produce
more inventive work (Wang et al, 2020). According to the findings of this research, the association
between idiosyncratic deals and job performance, especially creative job performance, was
somewhat mediated through one's ability to thrive at work. In addition, workers who had a
proactive personality were more likely to negotiate unique bargains, which, in turn, led to higher
levels of thriving at work and improved job performance. Organizations may be able to establish
a more favorable work environment for their workers through giving them individualized
employment arrangements. This kind of atmosphere encourages people to flourish and participate
in innovative problem-solving. If an organization is able to support a favorable work environment
for its workers through offering personalized employment arrangements, those individuals will
likely flourish in the setting and will be more likely to participate in creative problem-solving. As
a result, there may be a connection between employee’s ability to creatively do their jobs and the
unique business agreements.
Hypothesis 4: Thriving mediates the association of I-deals and creativity performance.
Fig 1: Theoretical Model
Thriving
Idiosyncratic
Deals
Creative
Performance

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METHODOLOGY
This research analysis is based on primary source data collection from the nurses of a
hospital in Lahore, Pakistan (Mushtaq et al, 2021). This survey respondent’s response was ensured
to be completely confidential (Saddique et al, 2021). The questionnaire bases data on Idiosyncratic
Deals, creative performance and demographical variables were collected. The population sample
was based on 421 nurses from private and public hospitals in Lahore.
Measure: Table.1 Variables, No. of Items, Sample Items and Reference
Variable Items Sample Reference
Idiosyncratic
deals
9 Job tasks fit my personal
strengths and talents.
Hornung, Rousseau, Weigl,
Müller and Glaser (2013)
Thriving 10 I continue to learn more and
more as time goes.
Porath et al. (2012)
Creative
Performance
4 Seeks new ideas and ways to
solve problems
Farmer, Tierney, Kung-
Mcintyre (2003)
RESULT & AND FINDINGS
The results and findings include the following types of results and analysis: descriptive
analysis, inferential analysis, reliability, correlation, and regression analysis. All the findings in
detail are given below.
Descriptive Analyses
The recent study was based on a sample of 421 nursing staffs at private and government
hospitals. The current study was based on data from female (n = 376) and male (n = 45)
respondents. The sample data was composed of graduates with degrees (179) and very few (10)
respondents with M. Phil. or MBBS degrees. The (224) nurses were married and (179) nurses were
single in sample data. The government hospital nurses were (183) and the private nurses were
(238) (see Table 2). Furthermore, the inferential analysis is given below.
Inferential Analysis
To add more appreciation characteristics, mean and deviations were calculated and
discussed as the value of I-deals (mean 3.5368, standard deviation = 0.85023), the thriving value
of (mean = 3.777, standard deviation = 0.74455), and creative performance (mean = 4.2749,
standard deviation = 1.19895) see Table 3. Furthermore, the reliability analysis is given below.

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Table 2: Descriptive Analysis:
Characteristics Frequency Percentage Cumulative Percent
Gender
Male
Female
Total:
45
376
421
10.7
89.3
100
10.7
100
Age
20-29
30-39
40-49
50-above
Total:
108
152
110
51
421
25.7
36.1
26.1
12.1
100
25.7
61.8
87.9
100
Education:
Matriculation
Intermediate
BSc (Nursing)
Master
M.Phil.
Total:
54
63
179
115
10
421
12.8
15
42.5
27.3
2.4
100
12.8
27.8
70.3
97.6
100
Martial
Single
Married
Total
197
224
421
46.8
53.2
100
46.8
100

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Table 3: Inferential Analysis
Variable Minimum Maximum Mean Standard
Deviation
I- Deals 1 7 3.5368 0.85023
Creative
Performance
1.25 7 4.2749 1.19895
Thriving 1.5 5.8 3.777 0.74455
Table 4: Reliability Analysis
Variable No of Items Cronbach’s Alpha
I – Deals 9 0.889
Creative Performance 4 0.842
Thriving 10 0.812
Reliability Analysis
For this research, all scale reliability was checked using Cronbach’s alpha test. All scales show
that the measures are reliable and sufficient for further analysis; see Table No. 4. Moreover, the
correlation analysis is discussed below
Table 5: Correlation Analysis
Sr. No Items Values Values
1 Idiosyncratic Deals
2 Creative Performance .126**
Hospital:
Government
Private
Total
183
238
421
43.5
56.5
100
43.5
100

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3 Thriving .130**
.487**
*. Correlation is significant at the 0.05 level. **. Correlation is significant at the 0.01 level.
Correlation Analysis
We were carried through the correlation analysis. The I-deal has a significant positive relationship
with creative performance (r =0.126, P<0.05). At the same time, I-deal has a significant
relationship with thriving (r = 0.130, p<0.05). In addition, thriving with creative performance has
also a significant and positive relation (r=0.487. p<0.05). The result shows that if the nurses
provide I-deal and thriving their creative performance output increase at work place. (See table 5).
Moreover, the regression analysis is discussing below.
Table No 6 Linear Regression:
Variable R2 β F F- sign
I- Deals 0.016 0.126 6.724 0.10
Thriving 0.201 0.245 13.37 0.000
Dependent Variable: Creative Performance *p<0.05
Table No 7: Mediating Analysis:
Variable R2 β F F-Sign
I-deal Creative Performance 0.016 0.126 6.724 0.010
I-deal Thriving 0.017 0.130 7.155 0.008
Thriving Creative Performance 0.201 0.245 9.101 0.000
I-deal Thriving Creative
Performance
0.487 0.235 13.373 0.000
Note ***p<0.01, **p<0.05
Regression Analysis
While testing the mediation rate of thriving between the association of idiosyncratic deals
(I-deals) and creative performance. It’s finding the direct relation of I-deals on creative
performance (β =0.126, p = 0.01) that is significant So, Hypothesis H1 is accepted. Similarly, the
effect of idiosyncratic deals (I-deals) on thriving β =0.130, p = 0.008) that is significant. So,
hypothesis H2 is accepted. The effect of thriving on creative performance (β =0.245, p = 0.000)
are statistically significant. So, Hypothesis H3 is accepted. Therefore, thriving partially mediates
the association of idiosyncratic deals (I-deals) and creative performance. So, Hypothesis H4 is
accepted. (See table 6, 7) In short, with the help of thriving and Idiosyncratic deals (I-deals), the

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nurse’s performance at work enhanced. Furthermore, the results determine that if nursing staff are
providing task, flexibility and career development with new learning and active are much enhance
the creative performance at job.
Discussion
This study explains the mechanism of idiosyncratic deals (I-deals) on employee creativity
with the mediating effect of thriving at work. Idiosyncratic deals are described as initial work
preparations that would be negotiable between the employer and their employees. I-deals are
known as task, flexibility, and developmental idiosyncratic deals (Glaser, 2013). Employee
creativity includes the ability and behavior of any individual to complete his work with novel and
creative ideas while facing complex and uncertain situations. Thriving is the energy and learning
that motivate them to do this passionately (Spreitzer et al., 2005). Cognitive learning is the
perception of the personal development of novel skills. This development is motivating progress
towards new opinions. Workers have thriving at job shows more creativity (Porath et al., 2012). I-
deals help enrich the internal motivation of workers at work to motivate creative performance.
Furthermore, vitality is having energy available at work, and learning is continually acquiring new
knowledge and skills. Employees are gaining external skills and knowledge while facing problems
with more positive emotions (Amabile & Pratt, 2016). The previous studies show that positive
emotions are associated with creativity; these associations produce a high level of innovation and
help resolve problems. More energetic employees are increasing the scope to promote divergent
thinking. Idiosyncratic deals are providing support, revealing confidence to employees, and
providing autonomy for more beneficial creativity (McIntyre et al, 2003). Moreover, the new
worker is more passionate and energetic, has a new technique for solving problems, and provides
novel ideas to solve the tasks. I-deals are also offering employees a feeling of superiority.
According to social comparative theory, people with more I-deals perceive themselves as being
more prioritized. Employees that practice thriving are seen to create new ways to solve problems
very creatively. Therefore, thriving at work may have a good relationship between employee
creativity and idiosyncratic deals. (Wang 2018). As discussed above discussion, this study shows
that idiosyncratic deals have a positive relation to employee creativity performance, and the
mediating role of thriving has a partial positive contribution between idiosyncratic deals and
creative performance. It also shows that increasing idiosyncratic behaviors and thriving among
nursing staff will enhance the creative performance. Now, theoretical contribution is thriving,
partially mediating idiosyncratic deals and creative performance. The practical implication of I-
deals has a very positive psychological effect on creativity and thriving. It’s also helpful in
providing special opportunities to pursue employees career development and improve creativity.
It can stimulate inner motivation to enable one to experience the incentive's long-term
sustainability. The nursing staff is providing the task, flexibility, and career development with new
learning and active work that greatly enhance the creative performance.
CONCLUSION
Recent study is adding to growing interest relative Idiosyncratic deals with thriving at work
that influence creativity of nurses of Pakistan. Our studies suggest that there is a positive
association between the thriving and creativity of nurses at work and their interactions with I-deals

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which helps motivate nurses to perform creatively. This will increase the nurses’ internal
motivation at work, and the nursing staff is providing tasking, flexibility, and career development
with new learning that will enhance their creative performance at work. We hope this will further
motivate related managerial practice in the Lahore Hospital of Pakistan.
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