Abstract
n today's world, remote work, flexible schedules, and non-traditional employment structures have become more common. As a result, employees are looking for ways to customise their work arrangements and find a balance between work and personal life. This study delves into idiosyncratic bargains (i-deals) and their significant impact on the customisation of work arrangements within modern organisations. The study focuses on technology companies and examines how i-deals are negotiated, ranging from tailored individual agreements to successful and failed i-deals.
Through a qualitative research approach, an interpretivist research philosophy was used. Twelve participants were selected for the study using convenience sampling, and data were collected through semi-structured interviews. Braun and Clarke's (2006) six-step thematic analysis was followed to analyse the data.
Based on the analysis, nine themes were identified. These include the nature and types of i-deals negotiated in the organisation, initiation and negotiation of unique work arrangements, factors contributing to successful negotiation, line managers’ perceptions, approaches and attitudes, granted i-deals and impact on job satisfaction, motivation, and work-life balance, granted i-deals and employee reactions, denied i-deals arrangement and reasons for refusal, refusal and its effects on morale, commitment, retention, and the work environment, steps taken by the organisation to manage i-deals at an organisational level.
Through an in-depth analysis, the research highlights the significance of key factors, how i-deals are negotiated, managers’ perceptions of i-deals, factors that influence the granting and declining of i-deals and the impact on the employees. Successful i-deals emerge as powerful tools for recognising and accommodating high-performing employees, fostering job satisfaction, heightening motivation, and cultivating a harmonious work-life balance.
Conversely, the study reveals the detrimental consequences of denied i-deals, which can trigger employee discontent and disillusionment. These repercussions often drive individuals to seek alternative employment opportunities, creating a harsh work environment.
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Limitation: Managing the aftermath of denied i-deals is crucial for any organisation. However, it is essential to acknowledge a limitation – not all i-deals can be granted, which may lead to employee disappointment or dissatisfaction.
Future Recommendations: In light of this limitation, future strategies should enhance organisational responses. It is essential to have transparent communication channels and mechanisms and to take a proactive approach to help minimise the adverse effects of rejected i-deals.
This paper highlights the importance and the benefits of managing i-deals strategically at an organisational level.
Keywords: Customisation; i-deals; job satisfaction; commitment; technology sector; work arrangements; denied i-deals; customised agreements; employee preferences; remote work; flexibility; policy.