Development Idiosyncratic Deals and Employee Performance

Main Article Content

Mariam Tauba
Andrew Kimwolo

Abstract

Employee performance has been at the helm of academic research over the years. The changing nature of work has unearthed several antecedents of job performance. The purpose of this study was to examine employee performance through the development of Idiosyncratic deals and Leader-Member-Exchange-quality lens of antecedents. The study is anchored on the social exchange theory. The hypotheses were tested on a sample of 325 employees of ICT firms in Uganda, using a cross-sectional survey. Three hundred two responses were used for analysis after cleaning of data. The direct hypotheses were tested using correlation analysis, while the mediation was tested using the Hayes Process macro model 4. The results supported the relationship between development idiosyncratic deals and employee performance and LMX quality and employee performance. This study found a significant mediating role of LMX-quality on the relationship between development idiosyncratic deals and employee performance. The study made contributions to the literature on idiosyncratic deals, employee performance, leader-member exchange quality as well, as the Social exchange theory. The study recommends adopting good quality LMX relationships to enhance the role of development idiosyncratic deals on employee performance among ICT firms. 

Downloads

Download data is not yet available.

Metrics

Metrics Loading ...

Article Details

Tauba, M., & Kimwolo, A. (2021). Development Idiosyncratic Deals and Employee Performance. SEISENSE Journal of Management, 4(3), 63–72. https://doi.org/10.33215/sjom.v4i3.628
Business Management

Copyright (c) 2021 Mariam Tauba, Andrew Kimwolo

Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.

Anand, S., Hu, J., Vidyarthi, P., & Liden, R. C. (2018). Leader-member exchange as a linking pin in the idiosyncratic deals-Performance relationship in workgroups. The leadership quarterly, 29(6), 698-708. DOI: https://doi.org/10.1016/j.leaqua.2018.07.005

Attia, E.-A., Duquenne, P., & Le-Lann, J.-M. (2014). Considering skills evolutions in multi-skilled workforce allocation with flexible working hours. International Journal of Production Research, 52(15), 4548-4573. DOI: https://doi.org/10.1080/00207543.2013.877613

Bal, P. M., & Boehm, S. A. (2019). How do I-deals influence client satisfaction? The role of exhaustion, collective commitment, and age diversity. Journal of Management, 45(4), 1461-1487. DOI: https://doi.org/10.1177/0149206317710722

Blau, P. M. (1964). Social exchange theory. Retrieved September, 3(2007), 62.

Blau, P. M. (1968). Social exchange. International encyclopedia of the social sciences, 7, 452-457.

Bos-Nehles, A. C., & Meijerink, J. G. (2018). HRM implementation by multiple HRM actors: A social exchange perspective. The International Journal of Human Resource Management, 29(22), 3068-3092. DOI: https://doi.org/10.1080/09585192.2018.1443958

Carter, M. Z., Armenakis, A. A., Feild, H. S., & Mossholder, K. W. (2013). Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change. Journal of organizational behavior, 34(7), 942-958. DOI: https://doi.org/10.1002/job.1824

Cropanzano, R., Anthony, E. L., Daniels, S. R., & Hall, A. V. (2017). Social exchange theory: A critical review with theoretical remedies. Academy of Management Annals, 11(1), 479-516. DOI: https://doi.org/10.5465/annals.2015.0099

Epitropaki, O., & Martin, R. (2005). From ideal to real: a longitudinal study of the role of implicit leadership theories on leader-member exchanges and employee outcomes. Journal of Applied Psychology, 90(4), 659. DOI: https://doi.org/10.1037/0021-9010.90.4.659

Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The leadership quarterly, 6(2), 219-247. DOI: https://doi.org/10.1016/1048-9843(95)90036-5

Guerrero, S., Jeanblanc, H., & Veilleux, M. (2016). Development idiosyncratic deals and career success. Career development international. DOI: https://doi.org/10.1108/CDI-08-2015-0115

Hornung, S., Rousseau, D. M., & Glaser, J. (2008). Creating flexible work arrangements through idiosyncratic deals. Journal of Applied Psychology, 93(3), 655. DOI: https://doi.org/10.1037/0021-9010.93.3.655

Hornung, S., Rousseau, D. M., & Glaser, J. (2009). Why supervisors make idiosyncratic deals: Antecedents and outcomes of I-deals from a managerial perspective. Journal of Managerial Psychology, 24(8), 738-764. DOI: https://doi.org/10.1108/02683940910996770

Hornung, S., Rousseau, D. M., Weigl, M., Mueller, A., & Glaser, J. (2014). Redesigning work through idiosyncratic deals. European Journal of Work and Organizational Psychology, 23(4), 608-626. DOI: https://doi.org/10.1080/1359432X.2012.740171

Kim, M.-S., & Koo, D.-W. (2017). Linking LMX, engagement, innovative behavior, and job performance in hotel employees. International Journal of Contemporary Hospitality Management. DOI: https://doi.org/10.1108/IJCHM-06-2016-0319

Leroy, H., Segers, J., Van Dierendonck, D., & Den Hartog, D. (2018). Managing people in organizations: Integrating the study of HRM and leadership: Elsevier. DOI: https://doi.org/10.1016/j.hrmr.2018.02.002

Li, X., Sanders, K., & Frenkel, S. (2012). How leader–member exchange, work engagement and HRM consistency explain Chinese luxury hotel employees’ job performance. International Journal of Hospitality Management, 31(4), 1059-1066. DOI: https://doi.org/10.1016/j.ijhm.2012.01.002

Liao, C., Wayne, S. J., Liden, R. C., & Meuser, J. D. (2017). Idiosyncratic deals and individual effectiveness: The moderating role of leader-member exchange differentiation. The leadership quarterly, 28(3), 438-450. DOI: https://doi.org/10.1016/j.leaqua.2016.10.014

Liao, C., Wayne, S. J., & Rousseau, D. M. (2016). Idiosyncratic deals in contemporary organizations: A qualitative and meta‐analytical review. Journal of organizational behavior, 37, S9-S29. DOI: https://doi.org/10.1002/job.1959

Liden, R. C., & Maslyn, J. M. (1998). Multidimensionality of leader-member exchange: An empirical assessment through scale development. Journal of Management, 24(1), 43-72. DOI: https://doi.org/10.1016/S0149-2063(99)80053-1

Martin, R., Guillaume, Y., Thomas, G., Lee, A., & Epitropaki, O. (2016). Leader–member exchange (LMX) and performance: A meta‐analytic review. Personnel Psychology, 69(1), 67-121. DOI: https://doi.org/10.1111/peps.12100

Martin, R., Thomas, G., Charles, K., Epitropaki, O., & McNamara, R. (2005). The role of leader‐member exchanges in mediating the relationship between locus of control and work reactions. Journal of Occupational and Organizational Psychology, 78(1), 141-147. DOI: https://doi.org/10.1348/096317904X23763

Muchinsky, P. M. (2006). Psychology applied to work: An introduction to industrial and organizational psychology: Cengage Learning.

Rosen, C. C., Slater, D. J., Chang, C.-H., & Johnson, R. E. (2013). Let’s make a deal: Development and validation of the ex post i-deals scale. Journal of Management, 39(3), 709-742. DOI: https://doi.org/10.1177/0149206310394865

Rousseau, D. (2015). I-deals: Idiosyncratic Deals Employees Bargain for Themselves: Idiosyncratic Deals Employees Bargain for Themselves: Routledge. DOI: https://doi.org/10.4324/9781315703589

Rousseau, D. M., Hornung, S., & Kim, T. G. (2009). Idiosyncratic deals: Testing propositions on timing, content, and the employment relationship. Journal of Vocational Behavior, 74(3), 338-348. DOI: https://doi.org/10.1016/j.jvb.2009.02.004

Rousseau, D. M., & Kim, T. (2004). Idiosyncratic deals: How negotiating their own employment conditions affects workers’ relationships with an employer. Unpublished manuscript, Carnegie Mellon University, Pittsburgh, PA.

Rousseau, D. M., Tomprou, M., & Simosi, M. (2016). Negotiating flexible and fair idiosyncratic deals (i-deals). Organizational dynamics, 45(3), 185-196. DOI: https://doi.org/10.1016/j.orgdyn.2016.07.004

Shore, L. M., Coyle-Shapiro, J. A., Chen, X.-P., & Tetrick, L. E. (2009). Social exchange in work settings: Content, process, and mixed models. Management and Organization Review, 5(3), 289-302. DOI: https://doi.org/10.1111/j.1740-8784.2009.00158.x

Sihombing, S., Astuti, E. S., Al Musadieq, M., Hamied, D., & Rahardjo, K. (2018). The effect of servant leadership on rewards, organizational culture and its implication for employee’s performance. International Journal of Law and Management. DOI: https://doi.org/10.1108/IJLMA-12-2016-0174

Srikanth, P. B., Jomon, M., & Thakur, M. (2020). Developmental idiosyncratic i-deals and its influence on promotability decisions: the joint roles of proactive personality and developmental challenge. The International Journal of Human Resource Management, 1-26. DOI: https://doi.org/10.1080/09585192.2020.1841818

Sun, N., Song, H., Kong, H., & Bu, N. (2020). Development and validation of a hospitality idiosyncratic deals scale. International Journal of Hospitality Management, 91, 102416. DOI: https://doi.org/10.1016/j.ijhm.2019.102416

Townsend, J., Phillips, J. S., & Elkins, T. J. (2000). Employee retaliation: The neglected consequence of poor leader–member exchange relations. Journal of Occupational Health Psychology, 5(4), 457. DOI: https://doi.org/10.1037/1076-8998.5.4.457

Volini, E., Schwartz, J., Roy, I., Hauptmann, M., Van Durme, Y., Denny, B., & Bersin, J. (2019). Leading the Social Enterprise: Reinvent with a Human Focus.

Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management, 17(3), 601-617. DOI: https://doi.org/10.1177/014920639101700305