The negotiation of i-deals in organizations: A process model incorporating individual and relational motivations, political skill, and employee outcomes
Shaughnessy, Brooke A.
MetadataShow full item record
Popular and scholarly press reflect the shifting nature of work and the changing notion of what constitutes a job. Increasingly, in the dawn of the information age, employees are taking a more innovative and proactive approach to shaping their needs in the employment relationship. Research suggests that these internal negotiations result in idiosyncratic work arrangements, or idiosyncratic deals (i-deals). The idea being that employees engage in explicit bargaining with their supervisor regarding their employment needs and expectations. The current study hypothesized a model which considers individual differences, influence tactics, tactic effectiveness and consequences of i-deals in a process model. Through two studies (n = 100; n = 106), the current manuscript explored the propensity of employees toward i-deals, their efforts to procure these arrangements and the effects of their subsequent relative success. Narcissists were found to be more likely to engage in successful i-deal negotiations. Coupled with supervisor positive subjective evaluations, i-deals were found to have a positive impact on affective outcomes. All the results of the tests for the present model, directions for future research, theoretical contributions, and practical implications are also discussed.