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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.

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

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.

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.

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.

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.

The purpose of this paper is to investigate the linkage between perceived overqualification and task i-deals via the mediating effect of prove goal orientation and the moderating effect of a climate for inclusion.

This study proposes and tests the mechanism of perceived overqualification in affecting task i-deals. Matched data were collected from a two-wave survey among 457 employees who work in two Chinese enterprises. The hypotheses were tested using hierarchical linear modeling and bootstrapping

The findings reveal that perceived overqualification has a significant positive impact on task i-deals. Prove goal orientation has a mediating role between perceived overqualification and task i-deals. Climate for inclusion moderates the relationship between prove goal orientation and task i-deals and the mediation effect of prove goal orientation, which has a moderated mediating effect.

This study reveals the influence mechanism of perceived overqualification on task i-deals from the perspective of self-verification, which not only enriches the results of being overqualified but also expands the antecedents of task i-deals. Moreover, the findings emphasize that contextual factors may strengthen the positive mediation effect of prove goal orientation.

The purpose of this paper is to investigate the relationship between two sub-dimensions of a leader’s empathy (perspective-taking and empathic-concern) and successful authorization of idiosyncratic deals (developmental, location flexibility and schedule flexibility i-deals).

Structural equation modeling was conducted on the cross-sectional data collected from 307 managers working in software development and support companies located in major cities in India.

While empathic-concern is positively related to successful authorization of both developmental and flexibility i-deals, perspective-taking related positively to authorization of developmental i-deals and showed no significant relationship with flexibility i-deals.

The study reiterates the importance of empathy in modern workplaces and encourages managers to be conscious of their intelligence, as well as emotions, while participating in negotiations at the workplace.

The paper relates i-deals to sub-dimensions of empathy which is a previously unexplored antecedent to i-deals.

In response to demands and opportunities of the labor market, contemporary employers and employees voluntarily are entering into highly customized agreements regarding nonstandard employment terms. We refer to such idiosyncratic deals as “i-deals,” acknowledging that these arrangements are intended to benefit all parties. Examples of i-deals include an employee with highly coveted skills who is compensated more generously than other employees doing comparable work, and an employee who is granted atypically flexible working hours to accommodate certain personal life demands. The nonstandard nature of i-deals is likely to prompt questions about the fairness of the arrangement among three principal stakeholders – employees who receive the i-deal, managers with whom the i-deal is negotiated, and the co-workers of these employees and managers. We analyze issues of fairness that arise in the relationships among all three pairings of these stakeholders through the lenses of four established forms of organizational justice – distributive justice, procedural justice, interpersonal justice, and informational justice. Our discussion sheds light on previously unexplored nuances of i-deals and identifies several neglected theoretical issues of organizational justice. In addition to highlighting these conceptual advances, we also discuss methods by which the fairness of i-deals can be promoted.

Idiosyncratic deals (i-deals) have been shown to influence several employee outcomes positively. To extend the research, the authors examine the effect of i-deals on employees’ perceptions of organizational justice, in particular, how the relationship between employees’ own i-deals and organizational justice is affected by employees' job performance as well as their perceptions of coworkers’ i-deals.

The authors tested the theoretical model using survey data from 182 hotel employees.

Results show that i-deals are positively related to employees’ perceptions of organizational justice and that such effects are stronger among high performing employees. The effect of i-deals on organizational justice was also more pronounced among employees who viewed coworkers as having successfully negotiated i-deals.

The authors' findings suggest that organizations can benefit from providing i-deals through employees’ enhanced perceptions of organizational justice. The paper thus recommends that organizations understand the impact of providing more flexible human resources (HR) practices and customized work arrangements that are aligned with individual goals and needs. This may be particularly relevant to high performers. Furthermore, the findings suggest that organizations may want to make i-deals available to employees more widely than to just a few selected individuals.

This study is one of a few attempts that empirically investigate the relationship between i-deals and organizational justice. The findings of this study shed light on the possibility that employees develop positive justice perceptions toward employeesʼ organization based on the appreciation of the customized work arrangements granted to both themselves and others.

The purpose of this paper is to develop and test a model of idiosyncratic deals (i-deals), embedded in the processes of work-family enrichment.

Hierarchical linear regressions and indirect-effect analyses were used to analyze the data from 179 working parents surveyed in a Chinese city.

Successful i-deal negotiation was contingent on both personal initiative of the employee and a positive influx of support from the family to the work domain. Additionally, the results suggested that: development i-deals enriched the intra-work role experience by customizing intrinsic work features and thus enhancing intrinsic motivation. Flexibility i-deals enriched the work-to-family boundary experience through increased instrumentality of the work role, connected to the economic basis of employment.

Providing new insights into the antecedents and consequences of i-deals, the study suggested a model through which employees can create balance and use synergies in their work-life quality. Based on single-source cross-sectional data, the results are preliminary.

Human resource management needs to consider the family lives of employees, especially in the Chinese culture. The authors further discussed applications of and limitations to the use of i-deals.

The study provides a new approach to addressing the issue of balance between different social roles.

The study is the first to investigate i-deals in the context of work-family enrichment, explore the role experiences of i-deal recipients, and link i-deals to distinct motivational processes.

Idiosyncratic deals are personalized employment conditions individual workers have negotiated. This study aims to investigate influences on supervisors' authorization of i‐deals and their evaluation of these arrangements.

Structural modeling was used to analyze survey data from n=263 supervisors managing telecommuting employees in the German public administration.

Supervisors differentiated among i‐deals regarding development, flexibility, and workload reduction. Their authorization of developmental i‐deals was influenced by employee initiative. Supervisors viewed these i‐deals to have positive implications for employee motivation and performance. Flexibility i‐deals were influenced by structural conditions such as the type of work the employee performed. Supervisors viewed these i‐deals to enhance work‐life benefits. Supervisors tended to grant workload reduction i‐deals in the context of unfulfilled organizational obligations towards employees.

Relying on single‐source cross‐sectional data, our results provide a managerial perspective on i‐deals. Conclusions regarding implications for employees are tentative. Recommendations for future study designs are discussed.

Managers need to better recognize that i‐deals take different forms, and these forms are associated with different outcomes. I‐deals provide a way to experiment with innovative human resource practices.

This is the first study to examine i‐deals from a supervisor perspective. It is the first to identify differential circumstances and consequences managers associate with authorizing three distinct forms of i‐deals.

Individuals with autism spectrum disorders (ASD) represent a growing segment of the population but face important obstacles in the workplace. Even for ASD individuals with the mildest form/highest-functioning type, unemployment is 80 percent, and many of those who work are underemployed. This in spite of the fact that these individuals are highly intelligent and capable of excellent work. The purpose of this paper is to present a model of the unique challenges that workers with ASD face in the modern workplace based on stigmas and discrimination surrounding mental health, attribution theory and the disconnect between behaviors common to neurodiverse individuals and some of the most researched theories in the field of organizational behavior. The goal of the paper is to encourage more empirical research focused specifically on ASD workers.

A review of the literature on ASD in juxtaposed to evidence-based social psychology and management theories to demonstrate the difficulties faced by individuals with ASD.

Recommendations for overcoming these barriers and using management theories to help integrate ASD workers are discussed.

Workers with ASD are a growing population in the workforce, but have received scant research attention. This is the first paper to link several theories to ASD and the hope is that subsequent research will illuminate these relationships empirically.