Image of RESEARCH IN PERSONNEL AND HUMAN RESOURCES MANAGEMENT. Vol 22
Bookmark Share

Management

RESEARCH IN PERSONNEL AND HUMAN RESOURCES MANAGEMENT. Vol 22

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

Availability

No copy data

Detail Information
Series Title
RESEARCH IN PERSONNEL AND HUMAN RESOURCES MANAGEMENT. Vol 22
Call Number
-
Publisher
New York : ELSEVIER.,
Collation
-
Language
English
ISBN/ISSN
0742-7301
Classification
NONE
Content Type
-
Media Type
-
Carrier Type
-
Edition
-
Subject(s)
Human Resource Management
Specific Detail Info
-
Statement of Responsibility
Other version/related

No other version available

File Attachment
  • RESEARCH IN PERSONNEL AND HUMAN RESOURCES MANAGEMENT. Vol 22
    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
Comments
You must be logged in to post a comment