Idiosyncratic deals, or i-deals, are the individualised working arrangements negotiated by employees with the organizations for which they work. Such deals represent an emerging area of study into the effects they have on both parties, as well as co-workers and the wider working world. Do i-deals signify a further breakdown of collectivism within the workplace, or should they be seen as empowering to those employees able to find themselves the best deal? Is the growth of i-deals an inevitable response to the need for more flexible working relationships, or do they erode concepts of equality and fairness? In this important new collection, i-deals are discussed from a comprehensive range of viewpoints. The book examines how i-deals alter the psychological relationship between employee and employer, as well as the notion of career development in an aging and technologically literate workforce. The issue of group relationships is also discussed, in relation to leadership theories, organizational justice and perceived fairness. Finally, the impact on organizational and individual effectiveness is assessed. Are i-deals a good thing for employers looking to maximise productivity within an organization? Do employees work more effectively and efficiently as a consequence of i-deals? Very much a hot topic, this volume represents a key contribution in the area of i-deals from the most active researchers in the field. It will be important reading for all students of work and organizational psychology, human resource management and business management.

Employees with valuable skills and a sense of their own worth can make their jobs, pay, perks, and career opportunities different from those of their coworkers in subtle and not-so-subtle ways. Work at home arrangements, flexible hours, special projects--"personally negotiated arrangements like these can be a valuable source of flexibility and personal satisfaction, but at the risk of creating inequality and resentment by other employees. This book shows how such individual arrangements can be made fair and acceptable to coworkers, and beneficial to both the employee and the employer. Written by the world's leading expect on the subject, "I-deals: Idiosyncratic Deals Employees Bargain for Themselves challenges traditional notions that standardization is the ways to create workplace justice. The book is filled with real examples, cases, and supporting data. It expands conventional ideas of workplace fairness, provides details on the power that workers influence over their employment conditions, and spells out how employees and employers can channel this influence this influence into mutually beneficial innovations. The book is "must reading" for students and scholars in the fields of human resource management and organizational behavior, and for managers and employees everywhere.

Employees with valuable skills and a sense of their own worth can make their jobs, pay, perks, and career opportunities different from those of their coworkers in subtle and not-so-subtle ways. Work at home arrangements, flexible hours, special projects--"personally negotiated arrangements like these can be a valuable source of flexibility and personal satisfaction, but at the risk of creating inequality and resentment by other employees. This book shows how such individual arrangements can be made fair and acceptable to coworkers, and beneficial to both the employee and the employer. Written by the world's leading expert on the subject, "I-deals: Idiosyncratic Deals Employees Bargain for Themselves challenges traditional notions that standardization is the way to create workplace justice. The book is filled with real examples, cases, and supporting data. It expands conventional ideas of workplace fairness, provides details on the power that workers influence over their employment conditions, and spells out how employees and employers can channel this influence into mutually beneficial innovations. The book is "must reading" for students and scholar in the fields of human resource management and organizational behavior, and for managers and employees everywhere.

Idiosyncratic deals, or i-deals, are the individualised working arrangements negotiated by employees with the organizations for which they work. Such deals represent an emerging area of study into the effects they have on both parties, as well as co-workers and the wider working world. Do i-deals signify a further breakdown of collectivism within the workplace, or should they be seen as empowering to those employees able to find themselves the best deal? Is the growth of i-deals an inevitable response to the need for more flexible working relationships, or do they erode concepts of equality and fairness? In this important new collection, i-deals are discussed from a comprehensive range of viewpoints. The book examines how i-deals alter the psychological relationship between employee and employer, as well as the notion of career development in an aging and technologically literate workforce. The issue of group relationships is also discussed, in relation to leadership theories, organizational justice and perceived fairness. Finally, the impact on organizational and individual effectiveness is assessed. Are i-deals a good thing for employers looking to maximise productivity within an organization? Do employees work more effectively and efficiently as a consequence of i-deals? Very much a hot topic, this volume represents a key contribution in the area of i-deals from the most active researchers in the field. It will be important reading for all students of work and organizational psychology, human resource management and business management.