Idiosyncratic deals program

Journal of Organizational Behavior 34 3 , , Journal of Organizational Behavior 37 8 , , Journal of Organizational Behavior 35 6 , , Industrial and Organizational Psychology 6 1 , , Negotiation and Conflict Management Research 6 1 , , Academy of Management Proceedings 1 , , Articles 1—18 Show more. Help Privacy Terms. Social incentives for gender differences in the propensity to initiate negotiations: Sometimes it does hurt to ask HR Bowles, L Babcock, L Lai Organizational Behavior and human decision Processes 1 , , Idiosyncratic deals: Coworkers as interested third parties.

Asian Americans and workplace discrimination: The interplay between sex of evaluators and the perception of social skills L Lai, LC Babcock Journal of Organizational Behavior 34 3 , , Individualization of work arrangements: A contextualized perspective on the rise and use of i-deals. Idiosyncratic deals between employees and organizations: Conceptual issues, applications, and the role of coworkers. Baltes, B. Flexible and compressed workweek schedules: A meta-analysis of their effects on work-related criteria.

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Can we manage the downsides of i-deals?

Kooij, D. Kroon, B. A strategic HRM-perspective on i-deals. A recent study finds that allowing employees to play a more active role in customizing their jobs may be a win-win for both workers and managers. These kinds of informal agreements between individual employees and their supervisors are known as idiosyncratic deals, or i-deals. An international team of researchers led by Severin Hornung of Hong Kong Polytechnic University found that employees who were able to hash out i-deals with their managers reported several positive outcomes, including being less stressed, more motivated, and more excited about their work.

The researchers surveyed health care workers at a hospital about whether they had successfully negotiated i-deals in their current jobs. Participants were asked to self-report on three different types of i-deal: customizing work tasks to make them more interesting, accessing professional advancement opportunities, and arranging more flexible work hours.

Hornung and colleagues hypothesized that these different types of i-deal would have different effects on work performance. For example, employees who had negotiated for more flexible work schedules were expected to feel less stressed because they were better able to manage conflicts between their work and home commitments.

To gauge whether i-deals had a positive impact on work performance, managers at the hospital filled out performance evaluations for each of the study participants. As predicted, the study found that i-deals were significantly associated with positive work characteristics, and different types of i-deals seemed to affect behavior differently—leading to different work outcomes.