Individualized HR Practices and Idiosyncratic Deals (I-Deals) and the Expected Positive Individual and Organizational Outcomes

Eda Çalişkan () and Alev Torun
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Eda Çalişkan: Marmara University, School of Business, Faculty of Business Administration, Business Administration (English), Istanbul, Turkey
Alev Torun: Marmara University, School of Business, Faculty of Business Administration, Business Administration (English), Istanbul, Turkey

Istanbul Business Research, 2019, vol. 48, issue 1, 36-63

Abstract: Idiosyncratic deals (I-deals), which can be defined as individualized work agreements between an employee and a manager, have emerged as one of the most important tools of differentiation perspective in Human Resource Management Practices. In this study, the positive contribution of individualized human resources practices and more specifically, the contribution of I-deals to individual and organizational outcomes were examined through a qualitative research carried out with employees working in private sector, Turkey. Findings revealed that propositions of past research on I-deals mainly hold in Turkey. As a result of the qualitative analysis, agile and authentic leadership styles are proposed to be required for successful I-deal negotiations. From the employee side, self-esteem and self-efficacy are also proposed to have a positive impact on I-deals. It is recommended that through a Team Deal, team members may set their own team dynamics with the leader and can have an agreement with other team members on supporting each other when schedules are tough, or they can also strike different agreements. Employee resilience is suggested as a positive outcome of I-deals, and Team Deal is recommended as a solution to co-workers’ reactions.

Keywords: I-Deals; Individualized HR Practices; Resilience; Authentic leadership; Agile leadership (search for similar items in EconPapers)
JEL-codes: M0 (search for similar items in EconPapers)
Date: 2019
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Citations: View citations in EconPapers (1)

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Persistent link: https://EconPapers.repec.org/RePEc:ist:ibsibr:v:48:y:2019:i:1:p:36-63

DOI: 10.26650/ibr.2019.48.0016

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