Organizational behaviour research on Idiosyncratic Deals. User can be contacted on pndyamit@gmail.com for editable copy.

1. IDIOSYNCRATIC DEALS
GROUP – 9
58. AKASH JAIN 61. AMIT PANDEY 78. MAYANK JAIN
97. SHUBHAM
AGARWAL

2. INTRODUCTION
Idiosyncratic deals are special deals made between an individual employee and
the employer which benefit them mutually
Organizations have started to negotiate the employment conditions with valued
employees to suit their preferences so that the individuals can craft their jobs
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3. APPLICATIONS
Attract the employees
Increase their retention in the organization
Induce motivation in them
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4. TYPES
Extrinsic e.g.
Compensation
Intrinsic e.g.
flexibility in
working hours
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5. CHARACTERISTICS
between the employer and the employee who
mightNegotiated
individually
• have better knowledge, skills or quality than othersi.e. these deals are different from those made with
otherHeterogeneous
• employees
i.e. both the employers and employee are mutuallyMutually beneficial
• benefitted from these arrangements
i.e. negotiations vary from person to personVary in scope
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6. PARTICIPANTS
Employees which contribute to the organization significantly and are
highly valued than colleagues
Employers i.e. agent of the organization like supervisors, immediate
manager etc. and not some abstract entity
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7. TIME
• Ex-ante - Before the employment on the basis of qualifications
• Ex-post - After employment on the basis of worth, performance and proved
competence
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8. I-DEALS AND SOCIAL EXCHANGE THEORY
•
Social exchange relationships
emerge due to
interdependence of the
employee and the employer
so that they help each other
to achieve the goals
•
I-deals, the deals are
negotiated with the aim of
mutual benefits.
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9. I-DEAL AND VOICE OF EMPLOYEE
• This increase in the control of personal decisions motivates employees to use
voice to participate in organizational decisions with more vigour and higher
frequency.
I-DEALS
VOICE OF
EMPLOYEE
SOCIAL EXCHANGE THEORY
Work Role Flexibility
Social Networking
Behaviour
Organisation Trust
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10. I-DEALS AND SOCIAL ENHANCEMENT THEORY
 Focus is on maintaining long term employment relations
 Offering of i-deal results in:
 The feeling inside the employee that his work is praised and valued
 Leads to a self-perceived value of being an organizational member
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11. • The intensity of motivation depends upon the degree of individualism in the
employee
 More individualistic employee - more motivation
 Less individualistic employee – less motivation
I-DEALS AND SOCIAL ENHANCEMENT THEORY11

12. DIMENSIONS
• Financial incentives (WHY?)
• Task and work responsibilities (WHAT?)
• Location Flexibility (WHERE?)
• Schedule flexibility (WHEN?)
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13. ANTECEDENTS
Tenure of the employee
Employees who are working in an organization from long period have high
experience and skills than others. The firms would want to retain such individuals.
Thus, tenure should be positively linked to i-deals negotiation but the research
proves that tenure is related negatively with the negotiations of i-deals
Because sometimes high performing individuals leave the organizations voluntarily
to grab better opportunities in other companies
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14. ANTECEDENTS
Political skills
Political skills refer to a person’s ability to understand others and use that
knowledge to influence them so as to achieve a personal or an organizational goals.
So, politically skilful employees are more successful in negotiating i-deals. Hence,
there is a positive correlation between political skills and i-deals negotiation
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15. ANTECEDENTS
Leadership member skills
Leader-member exchange (LMX) theory suggests that leaders form a trust, respect
and emotional based relationship with some of the employees, but not with all of
them. So, employees who are present in the in-group of a leader may have more
access to him and may be able to successfully negotiate i-deals
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16. OUTCOMES
Financial incentives
 Concrete and transactional in nature
 Employees don’t attach them emotionally to the organization
 Organizational commitment and job satisfaction is low
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17. OUTCOMES
Task and work responsibilities
 Relational and emotional nature
 Development of high quality exchange relationship
 Organizational commitment and job satisfaction is higher
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18. OUTCOMES
Schedule and location flexibility
 Shows the concern of an organization for employee’s needs
 More transactional than task and work responsibility but lesser than financial
incentives
 Organizational commitment and job satisfaction is higher compared to financial
incentives but lesser if compared to task and work responsibility
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19. Possibilities for employees to negotiate I-deals enhance their motivation to
continue working because
 They have different needs and wishes
 Ambitious employees want to get another step up on the corporate ladder
 They desire a better work–life balance
WORK BEYOND RETIREMENT19

20. Development
• soft
• particularistic
• subjective
Flexibility
• hard
• objective
• universal
MotivationDevelopment
Opportunities
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21. RECOMMENDATION FOR ORGANIZATIONS
Employee will work after retirement if:
• Organizational support to employees
• Better work environment
• Encourage old employees to take new challenges
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22. DISADVANTAGES &
SHORTCOMINGS
• Increase in the costs of operations
• Differentiation among employees which can lead to demotivation of other
employees
• Researchers failed to recognize the intentions behind reciprocation
• Differentiation on the basis of individual behaviour
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