Idiosyncratic Deals and Organizational Commitment.

By Thomas W. H. Ng, D. Feldman. 2010

125 citations recorded by the source corpus.

Subfields: Clinical Psychology, Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/b16bd28df04c6ccb39bf44514a7c9b98c153352b

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In Clinical Psychology

In Gender Studies

In Organizational Behavior and Human Resource Management

Citations in the corpus

Goal striving, idiosyncratic deals, and job behavior (2016, background): “For instance, Ng and Feldman (2010, 2012) examined employees’ expectations of idiosyncratic arrangements from their employers and found that those expectations affected their organizational commitment.”
Core Self-Evaluations (2012, background): “Moreover, Ng and Feldman (2010) found support for the opposite prediction—that is, low-CSE individuals benefitted most from favorable conditions.”
Idiosyncratic Deals and Voice Behavior (2015, background): “Consistent with other researchers (Hornung et al., 2008; Ng & Feldman, 2010b), we are interested in employees’ overall perceptions of i-deals, that is, the indivisible amalgam of both the distinctiveness and the level of resources offered.”
Motivating Employees to Work Beyond Retirement: A Multi‐Level Study of the Role of I‐Deals and Unit Climate (2012, background): “…negotiates with the employee a certain arrangement, and in return, the employee becomes more attached to the organization (Hornung et al., 2008; Ng and Feldman, 2009), has a more favourable relationship with the organization (Rousseau et al., 2009), and contributes to a higher degree (Hornung…”
Implications of core self-evaluations for a changing organizational context (2011, background): “Although not shown in themodel, it is also possible, of course, that in some cases core self-evaluations act as a moderator variable (Ng & Feldman, 2010; Tsaousis, Nikolaou, Serdaris, & Judge, 2007).”