The idiosyncratic deal: flexibility versus fairness?

By Denise M. Rousseau. 2001

264 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/1db4bbf37840547fa41bc47d6bcf396646eafc2a

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In Public Administration

Citations in the corpus

Idiosyncratic Deals and Voice Behavior (2015, background): “As much as organizations hope they themselves will benefit from offering employees i-deals (Rousseau, 2001), the research to date has provided very limited evidence on that point.”
Is it pay levels or pay raises that matter to fairness and turnover (2005, background): “More idiosyncratic deals (See Rousseau (2001) for more conditions necessary for success) also could shift the weight placed on pay raise satisfaction per se.”
Motivational Factors of Employee Retention and Engagement in Organizations (2018, background): “[57], Schein [58, 59], and most recently by Rousseau [60-62].”
Beyond top‐down and bottom‐up work redesign: Customizing job content through idiosyncratic deals (2010, background): “, Rosen, 1981), changing labor market conditions have expanded opportunities for a broader array of workers to seek and receive i-deals (Rousseau, 2001).”
Creating psychological and legal contracts through human resource practices: A signaling theory perspective (2009, background): “Rousseau (2001) proposes a model where cognitive biases are the building blocks of the psychological contract.”
Work-to-family conflict, positive spillover, and boundary management: A person-environment fit approach. (2009, background): “For example, individuals who experience work-to-family instrumental positive spillover may be high performers at work who are able to negotiate idiosyncratic deals that result in high congruence (Rousseau, 2001).”
The Psychology of the Employment Relationship: An Analysis Based on the Psychological Contract (2004, background): “In some of her more recent work, Rousseau has drawn a distinction between standard, position-based and idiosyncratic deals (Rousseau, 2001; Rousseau, Ho, & Greenberg, 2003).”
Let’s Make a Deal (2013, methodology): “Rousseau and colleagues (Greenberg et al., 2004; Rousseau, 2001a; Rousseau et al., 2006) proposed that i-deals are negotiated across many diverse resources that workers value and that i-deals can be used to attract, retain, and motivate employees.”
Work design influences: A synthesis of multilevel factors that affect the design of jobs (2017, background): “…benefits that accrue (e.g., task-related i-deals that result in greater autonomy and job complexity) because they may feel discouraged by discriminatory attitudes within the workplace, reducing their confidence to renegotiate their work designs (Hornung, Rousseau, & Glaser, 2008; Rousseau, 2001).”