‘They view HRM as obstructive rather than helpful’: HRM devolution in flexibility i-deal negotiations for women in international law firms

Abstract

Flexible work arrangements (FWAs) have garnered significant attention over the past four decades for promoting work-life integration. This paper extends theorisation of individualised flexible work arrangements (flexibility i-deals), which are bespoke agreements negotiated between employees and employers. While i-deals are associated with benefits such as increased productivity and job satisfaction, the role of human resource management (HRM) specialists and line managers in facilitating these arrangements remains underexplored. Drawing on interviews with 30 female lawyers in international law firms, this study examines the negotiation of flexibility i-deals in a traditionally rigid, gendered, and hyper-competitive professional context. The findings reveal that i-deals often supplement standardised FWAs, which fail to fully address employees’ diverse needs. Enablers such as technological advancements, the billable hour model, and post-pandemic workplace shifts were identified as critical to supporting i-deals. However, HRM is largely excluded from the negotiation process, perceived as obstructive and overly formalised, with line managers and partners taking control of decisions. This research contributes to the literature on HRM devolution and flexible work practices by highlighting negotiation dynamics, the importance of leader-member exchanges, and the need for HRM to adopt a more strategic and supportive role. Practical implications focus on empowering HRM to better facilitate flexibility i-deals, ultimately addressing barriers to female lawyers’ retention and career progression in professional service firms.