Development Idiosyncratic Deals and Employee Performance

Mariam Tauba,Andrew Kimwolo

doi:10.33215/sjom.v4i3.628

Abstract

Employee performance has been at the helm of academic research over the years. The changing nature of work has unearthed several antecedents of job performance. The purpose of this study was to examine employee performance through the development of Idiosyncratic deals and Leader-Member-Exchange-quality lens of antecedents. The study is anchored on the social exchange theory. The hypotheses were tested on a sample of 325 employees of ICT firms in Uganda, using a cross-sectional survey. Three hundred two responses were used for analysis after cleaning of data. The direct hypotheses were tested using correlation analysis, while the mediation was tested using the Hayes Process macro model 4. The results supported the relationship between development idiosyncratic deals and employee performance and LMX quality and employee performance. This study found a significant mediating role of LMX-quality on the relationship between development idiosyncratic deals and employee performance. The study made contributions to the literature on idiosyncratic deals, employee performance, leader-member exchange quality as well, as the Social exchange theory. The study recommends adopting good quality LMX relationships to enhance the role of development idiosyncratic deals on employee performance among ICT firms.

Highlights

Managing employees in recent times has come with increased pressure to perform from the employer
Development idiosyncratic deals are relevant in the contemporary world for staff of ICT companies given the continuous improvement in technology that requires constant improvement in the employees’ skill sets to achieve the desired performance levels
The quality of the Leader-member exchanges is vital for the attainment of positive employee job performance

Summary

Introduction

Managing employees in recent times has come with increased pressure to perform from the employer. Attia, Duquenne, and Le-Lann (2014) advocate for increased flexibility in an organization by customizing workplaces. Organizations are left with few options to motivate employees to achieve a desirable level of performance (Leroy, Segers, Van Dierendonck, & Den Hartog, 2018), for example, through negotiating employment terms. This has led to the popularity of idiosyncratic deals that provide the basis for negotiating work practices and customizing them to specific occupants of particular positions (Rousseau, 2015)

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Conclusion