Employee and Coworker Idiosyncratic Deals: Implications for Emotional Exhaustion and Deviant Behaviors

Kong, Dejun Tony; Ho, Violet T.; Garg, Sargam

doi:10.1007/s10551-018-4033-9

Cited by 73 publications

(76 citation statements)

References 103 publications

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“…I-deals research suggests the content of i-deals, that is, the kind of resources involved, matters to the ultimate success of the negotiation and its outcomes. Importantly, research finds consistent positive effects on employee and organizational outcomes from developmental, flexibility, and task i-deals (Ho & Kong, 2015;Hornung et al, 2014;Liu, Lee, Hui, Kwan & Wu, 2013;Kong, Ho & Garg, 2020;Ng & Feldman, 2015;Rosen et al, 2013). More inconsistent and at times more negative outcomes are tied to reduced workload i-deals (Oostrom, Pennings & Bal, 2016;Rousseau, Ho & Kim, 2003) and financial incentives (Oostrom et al, 2016;Rosen et al, 2013).…”

Section: Consequences Of I-dealsmentioning

confidence: 97%

“…Importantly, the perspectives of both employer (Hornung et al, 2009;Simosi et al, 2019) and coworkers (Bal et al, 2012;Kong et al, 2020) have bearing on i-deal outcomes. As observed by Bal et al (2012), a positive relationship between development i-deals and employee intentions to work beyond retirement exists only when the organization and coworkers are supportive of such i-deals for older employees.…”

Section: Post-negotiation Stagementioning

confidence: 99%

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Opening the Black Box of I-Deals Negotiation: Integrating I-Deals and Negotiation Research

Simosi

Rousseau

Weingart

2021

Group & Organization Management

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Individualized work arrangements (“i-deals”) negotiated by employees are increasingly common in contemporary employment. Existing research largely focuses on phenomena emerging after the creation of i-deals, particularly their consequences for employees and organizations. This focus overlooks the fundamental processes associated with negotiating i-deals in the first place. I-deals research originating in the last two decades can benefit from the more advanced body of research on negotiations, particularly in its attention to negotiation preparation and the bargaining process. We examine how negotiation research and theory inform our understanding of the dynamics operating in the creation of i-deals. In doing so, we identify key features of negotiation research that apply to i-deal formulation and use these to develop an agenda for future research on i-deals.

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Section: Consequences Of I-dealsmentioning

confidence: 97%

Section: Post-negotiation Stagementioning

confidence: 99%

Opening the Black Box of I-Deals Negotiation: Integrating I-Deals and Negotiation Research

Simosi

Rousseau

Weingart

2021

Group & Organization Management

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“…Generally, receiving a greater level of task i-deals than coworkers can signal employees' value to, and relative social standing in, the organization (Ng & Lucianetti, 2016;Vidyarthi et al, 2016), however receiving a lower of task i-deals than others can have the opposite effect, such that employees feel less valued and suffer a decline in perceived status and self-worth. That is to say, employees' upward comparison of task i-deals (with their coworker) is positively related to their emotional exhaustion (Kong et al, 2018).…”

Section: Negative Effectsmentioning

confidence: 99%

Review of Idiosyncratic Deals in Organization: From the Dual Perspective of “i-Dealers” and “Co-Workers”

Xin¹

2020

AJIBM

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Idiosyncratic deals (i-deals for short) are personalized employment conditions individual workers have negotiated, which could be used as a tool to manage talent resource. Since the concept was put forward by Rousseau (2001), many related researches about I-deals were carried out by scholars. On the basis of the previous literatures, this article reviews on i-deals' concept, features, contents and the theoretical basis involved in the i-deals, and then sorts out the latest researches from the perspective of both the i-deals' recipients and the co-workers, exploring the positive and negative dual effects of idiosyncratic deals. We expect this paper could advance the understanding of i-deals and help us manage talent resource more effectively.

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“…Miners' emotion is the internal motivation of safety production, which affects the information reception, processing and reaction process of miners' underground work. In this process, if the miner's emotion is positive, it will become a directional force that encourages employees to actively pay attention to safety [46]; if the emotion is negative, it will produce a series of unsafe behaviors, which will often lead to accidents. For example, some scholars have pointed out that job satisfaction (positive emotional response) has a close positive relationship towards work commitment [47], while emotional exhaustion (negative emotional response) will lead to damaged self-esteem, frustration, tension and irritability of employees [48], and reduce employees' commitment to work [49].…”

Section: Hypotheses 221 Culture Emotion and Work Commitmentmentioning

confidence: 99%

A Comprehensive Model of the Relationship between Miners’ Work Commitment, Cultural Emotion and Unemployment Risk Perception

Yang

et al. 2021

Sustainability

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The psychological health and work commitment of miners are prerequisites to ensuring their sustainable safety behavior, and it is also significant to the sustainable development of coal mines in China. In this context, we conducted a questionnaire survey among coal miners of state-owned coal enterprises to explore the relationships between cultural emotion, unemployment risk perception, Big Five personality traits, and work commitment. The results reveal that (1) cultural emotion and its three dimensions played a significant positive role in promoting work commitment. (2) Unemployment risk perception, policy unemployment risk perception, and individual differential unemployment risk perception had a negative moderating effect. (3) Moreover, work commitment was associated with differences in personality characteristics except for agreeableness. This research is of important theoretical value and practical significance, as it can guide Chinese coal miners to increase their work commitment and thereby improve safety in production.

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Employee and Coworker Idiosyncratic Deals: Implications for Emotional Exhaustion and Deviant Behaviors

Cited by 73 publications

References 103 publications

Opening the Black Box of I-Deals Negotiation: Integrating I-Deals and Negotiation Research

Opening the Black Box of I-Deals Negotiation: Integrating I-Deals and Negotiation Research

Review of Idiosyncratic Deals in Organization: From the Dual Perspective of “i-Dealers” and “Co-Workers”

A Comprehensive Model of the Relationship between Miners’ Work Commitment, Cultural Emotion and Unemployment Risk Perception

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