Abstract
Purpose: The main aim of this study is to explore the dynamic nature of idiosyncratic deals (i-deals), which refer to personalized employment conditions between a subordinate and a supervisor. Moreover, the importance of co-worker support is explored in translating one's I-deals into work performance.
Design: A seven-week diary design is used to test our hypotheses. Employees' work performance is evaluated by managers. Results: Findings from multi-level analyses revealed that I-deals show variation over weeks. This contradics research to date which has assumed a static assumption of these deals. Moreover, one's obtained I-deals are effective only when there is co-worker support. Contributions: This research contributes to I-deals theory by showing that such arrangements could be dynamic and micro in nature, which suggest important implications for HRM practices. Second, this research highlights the importance of co-worker support, which are affected but overlooked parties as these deals are stuck.
Limitations: The industry (knowledge-intensive industry) and number of participants (n = 47) are some of the important limitations of the present study.
Practical Implications: Managers, along with HR departments, can design and implement micro I-deals. Care is needed for co- workers whose reactions and resentment are very important to turn these deals into mutually beneficial arrangements for everyone involved.
Design: A seven-week diary design is used to test our hypotheses. Employees' work performance is evaluated by managers. Results: Findings from multi-level analyses revealed that I-deals show variation over weeks. This contradics research to date which has assumed a static assumption of these deals. Moreover, one's obtained I-deals are effective only when there is co-worker support. Contributions: This research contributes to I-deals theory by showing that such arrangements could be dynamic and micro in nature, which suggest important implications for HRM practices. Second, this research highlights the importance of co-worker support, which are affected but overlooked parties as these deals are stuck.
Limitations: The industry (knowledge-intensive industry) and number of participants (n = 47) are some of the important limitations of the present study.
Practical Implications: Managers, along with HR departments, can design and implement micro I-deals. Care is needed for co- workers whose reactions and resentment are very important to turn these deals into mutually beneficial arrangements for everyone involved.
| Original language | English |
|---|---|
| Title of host publication | European Work and Organisational Psychology Abstract Book 2017 |
| Publisher | European Work and Organisational Psychology Conference |
| Publication status | Published - 2017 |