The Role of Idiosyncratic Deals in Building Affective Commitment: Amending Procedural Injustice with Nonstandard Employment Contracts



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Researchers have reported contradictory findings regarding the use of idiosyncratic deals (i-deals) in the workplace, citing both negative and positive relationships with organizational justice (Greenberg, Roberge, Ho, & Rousseau, 2004). In this study, I analyzed the responses of 176 university faculty members to investigate the complicated relationship between i-deals and justice perceptions in the context of the dyadic leader-member exchange (LMX) process and its effect on organizational commitment. I leveraged the extant literature to advance a mediation model of LMX on affective commitment, partially influenced by procedural justice. In addition, I integrated current theory on i-deals by hypothesizing a moderating effect on the positive relationship between perceived justice and commitment. Results support the proposed model (R2 = .42, p < .01), demonstrating that i-deals significantly weaken the relationship between procedural justice and affective commitment. Findings provide insight as to the appropriate usage of i-deals in practice, as well as provide further understanding of their impact on leader-induced effects of employee commitment. I also discuss suggestions for future research directions and practical implications.



Idiosyncratic deals, Leader-member exchange, Affective commitment, Procedural justice, Negotiations