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Idiosyncratic deals as performance rewards: benefits and consequences for managers, employees and co-workers

By Manon Picard


The full text of this dissertation is available only to University of Leicester members. Please log in with your CFS username and password when prompted.The aim of this literature review is twofold: 1) to evaluate the literature on idiosyncratic deals (or i-deals) and 2) to identify the benefits and consequences of using i-deals as performance rewards for managers, employees and co-workers. A fundamental aspect of an i-deal is that it differs from the standard arrangements or agreements that are usually negotiated between an employee and an employer (Rousseau, 2005). A literature search was carried out using PsycINFO and Business Source Premier (BSP) in which six studies on i-deals were identified. These were mainly survey based studies and a majority of them were conducted by the same researchers. Results from the literature search suggested that i-deal studies currently cover four main areas: 1) antecedents and consequences of i-deals, 2) co-workers’ reactions to i-deals, 3) organisational commitment and employment relationship, and 4) job content and job design through idiosyncratic jobs. The main findings from this review suggested that i-deals can: take various forms, enhance personal job fit, contribute to affective commitment towards the organisation and increase motivation and performance. Though beneficial, i-deals can also have reverse effects if not properly managed and can impair the perception of justice. Despite the limited published work on i-deals which restricted the scope of the review, this paper provides support for the use of i-deals as performance rewards and assesses the benefits and consequences an i-deal can have on the employee to whom to it is granted, the manager and the co-workers.University of Leiceste

Year: 2011
OAI identifier: oai:lra.le.ac.uk:2381/9878
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