Co-worker reactions to i-deals through the ...
Document type :
Compte-rendu et recension critique d'ouvrage
DOI :
Title :
Co-worker reactions to i-deals through the lens of social comparison: The role of fairness and emotions
Author(s) :
Marescaux, Elise [Auteur]
Lille économie management - UMR 9221 [LEM]
de Winne, Sophie [Auteur]
Rofcanin, Yasin [Auteur]
Lille économie management - UMR 9221 [LEM]
de Winne, Sophie [Auteur]
Rofcanin, Yasin [Auteur]
Journal title :
Human Relations
Pages :
001872671988410
Publisher :
SAGE Publications
Publication date :
2019-11-04
ISSN :
0018-7267
English keyword(s) :
Envy
fairness
i-deals
schadenfreude
social comparison
fairness
i-deals
schadenfreude
social comparison
HAL domain(s) :
Sciences de l'Homme et Société/Gestion et management
English abstract : [en]
The individualization of working conditions has culminated in the form of “i-deals,” which are uniquely negotiated arrangements between employees (i-dealers) and their supervisor. Implementing such idiosyncratic deals, ...
Show more >The individualization of working conditions has culminated in the form of “i-deals,” which are uniquely negotiated arrangements between employees (i-dealers) and their supervisor. Implementing such idiosyncratic deals, however, only makes sense when their benefits outweigh their costs. To assess their merit, co-worker reactions should be considered. Do i-deals trigger fairness perceptions and emotions among co-workers? And how do these factors influence co-workers’ behaviors? To date, the cognitive and emotional mechanisms of co-workers’ behavioral reactions have been underdeveloped. In this article, we build on social comparison theory to develop a process model. We argue that social comparison is not a given, as co-workers might not necessarily compare themselves with the i-dealer. Yet, if they engage in comparison, this can be upward when they feel disadvantaged or, alternatively, downward. Such comparisons include a unique set of emotions and fairness perceptions, which together influence co-workers’ behaviors positively or negatively. Moreover, we argue that the boundary conditions of the relational context within which i-deals unfold play an important role. Our model offers theoretical insights into co-worker reactions to i-deals as well as a future research agenda. The model also aids practitioners in understanding co-workers’ reactions and in guiding them to assure positive reactions.Show less >
Show more >The individualization of working conditions has culminated in the form of “i-deals,” which are uniquely negotiated arrangements between employees (i-dealers) and their supervisor. Implementing such idiosyncratic deals, however, only makes sense when their benefits outweigh their costs. To assess their merit, co-worker reactions should be considered. Do i-deals trigger fairness perceptions and emotions among co-workers? And how do these factors influence co-workers’ behaviors? To date, the cognitive and emotional mechanisms of co-workers’ behavioral reactions have been underdeveloped. In this article, we build on social comparison theory to develop a process model. We argue that social comparison is not a given, as co-workers might not necessarily compare themselves with the i-dealer. Yet, if they engage in comparison, this can be upward when they feel disadvantaged or, alternatively, downward. Such comparisons include a unique set of emotions and fairness perceptions, which together influence co-workers’ behaviors positively or negatively. Moreover, we argue that the boundary conditions of the relational context within which i-deals unfold play an important role. Our model offers theoretical insights into co-worker reactions to i-deals as well as a future research agenda. The model also aids practitioners in understanding co-workers’ reactions and in guiding them to assure positive reactions.Show less >
Language :
Anglais
Popular science :
Non
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