Please use this identifier to cite or link to this item: http://hdl.handle.net/2381/9878
Title: Idiosyncratic deals as performance rewards: benefits and consequences for managers, employees and co-workers
Authors: Picard, Manon
Award date: 2011
Abstract: 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.
Links: http://hdl.handle.net/2381/9878
Type: Dissertation
Level: Masters
Qualification: MSc
Rights: © The Author 2011.
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Appears in Collections:Masters' Dissertations, School of Psychology



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