Why Do Employees Negotiate Personalised Work Arrangements? Examining the Motives and Outcomes of Idiosyncratic Deals in an Indian IT Industry Context

IF 1.4 Q3 MANAGEMENT
Maithily R, Devi Soumyaja
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引用次数: 0

Abstract

Idiosyncratic deals (i-deals) are personalised work arrangements negotiated between employees and employers. In most contemporary organisations, i-deals have achieved desirable employee behaviour and positive work-related outcomes. Although recent literature has given increased attention to i-deals, a lack of clarity exists regarding what drives i-deal negotiations and the perceived outcomes of such individualised negotiations in emerging economies like India, which falls in the middle zone of negotiability. Therefore, the study investigates what motivates employees for i-deal negotiations and the outcomes of such i-deals from an employee perspective by following a qualitative methodology. Data for the study were collected through in-depth interviews among 30 IT sector employees in India who successfully negotiated i-deals. Axial coding was used for data coding, resulting in two main themes for the study: motives for i-deal negotiation and outcomes of those negotiations. The study findings show that career advancement and job autonomy are the critical drivers of i-deal negotiations. Besides, the benefits experienced by the employees from such negotiations include reduced work–family conflict, enhanced work engagement and job satisfaction. Theoretical and managerial implications are also discussed.
为什么员工要协商个性化的工作安排?审视印度IT行业背景下特殊交易的动机和结果
白痴交易(i-deals)是雇员和雇主之间协商的个性化工作安排。在大多数现代组织中,i-deals已经实现了令人满意的员工行为和积极的工作成果。尽管最近的文献越来越关注i-deals,但对于是什么推动了i-deal谈判,以及在印度等新兴经济体中这种个性化谈判的预期结果,仍缺乏明确性,印度处于可谈判性的中间地带。因此,本研究采用定性方法,从员工的角度调查了员工进行i-deal谈判的动机以及此类i-deal的结果。这项研究的数据是通过对印度30名成功谈判电子交易的IT部门员工的深入采访收集的。轴向编码用于数据编码,导致研究的两个主要主题:i-deal谈判的动机和这些谈判的结果。研究结果表明,职业发展和工作自主性是i-deal谈判的关键驱动因素。此外,员工从此类谈判中获得的好处包括减少工作-家庭冲突、提高工作参与度和工作满意度。还讨论了理论和管理意义。
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来源期刊
CiteScore
2.30
自引率
23.50%
发文量
29
期刊介绍: South Asian Journal of Human Resources Management (SAJHRM) is a peer-reviewed scholarly outlet for publications on HRM in and out of South Asia. It includes countries that are members of the South Asian Association for Regional Cooperation (SAARC), namely, Afghanistan, Bangladesh, Bhutan, India, Maldives, Nepal, Pakistan, and Sri Lanka. In terms of the discipline focus, all articles broadly focusing on the theory and practice of managing human resources for the benefit of individuals, firms and community at large will be acceptable. In view of the contemporary focus on Strategic HRM, the journal coverage would also include comparative research and other related management disciplines as long as one of the key aims of the manuscript is on harnessing the potential of human capital. Considering the uneven economic development within the South Asian region, the journal encourages potential authors to explore broader implications of their scholarly views and findings on the region as a whole. A distinguishing feature of the journal is its focus on “HR in Practice”. Apart from theory, it will pay significant attention on how HRM is practiced in and out of South Asia. The journal features conceptual and empirical research papers, research notes, interviews, case studies and book reviews. In short, to be considered for publication, a manuscript should broadly focus on managing people and contextualised within one or more South Asian countries at the firm, regional, national and international levels.
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