A model of idiosyncratic deal-making and attitudinal outcomes

Abstract

Purpose

The purpose of this paper is to disentangle the relationship between the request of idiosyncratic deals (i-deals) and the receipt of such deals, and investigate the moderating roles of human capital (gender and industry experience) and social capital (leader-member exchange (LMX)) in this relationship. Attitudinal outcomes of i-deals receipt are also examined.

Design/methodology/approach

Data were collected from 244 alumni of a Midwestern public university.

Findings

The positive relationship between i-deals request and receipt was stronger at higher than at lower levels of LMX. Receiving i-deals was related positively to job satisfaction and affective commitment, and negatively to turnover intention.

Research limitations/implications

The authors provide a nuanced perspective of i-deals by separating employees’ request from their receipt of i-deals, and identifying contingent factors that determine whether i-deal requests are successful.

Practical implications

For employees, cultivating a strong relationship with one’s supervisor can yield benefits that extend to i-deals negotiation. Providing i-deals to deserving workers can boost employees’ work attitudes.

Originality/value

Previous studies have operationalized the i-deals construct as requesting and receiving the deal, thereby excluding the possibility that employees may have requested but did not receive the i-deal. This is one of the first studies to disentangle these two concepts, thereby providing a more balanced and representative view of i-deal-making in organizations.

Citation

Ho, V.T. and Tekleab, A.G. (2016), "A model of idiosyncratic deal-making and attitudinal outcomes", Journal of Managerial Psychology, Vol. 31 No. 3, pp. 642-656. https://doi.org/10.1108/JMP-12-2014-0369