Co-worker reactions to i-deals through the ...
Type de document :
Compte-rendu et recension critique d'ouvrage
DOI :
Titre :
Co-worker reactions to i-deals through the lens of social comparison: The role of fairness and emotions
Auteur(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]
Titre de la revue :
Human Relations
Pagination :
001872671988410
Éditeur :
SAGE Publications
Date de publication :
2019-11-04
ISSN :
0018-7267
Mot(s)-clé(s) en anglais :
Envy
fairness
i-deals
schadenfreude
social comparison
fairness
i-deals
schadenfreude
social comparison
Discipline(s) HAL :
Sciences de l'Homme et Société/Gestion et management
Résumé en anglais : [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, ...
Lire la suite >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.Lire moins >
Lire la suite >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.Lire moins >
Langue :
Anglais
Vulgarisation :
Non
Collections :
Source :