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- W4317561911 abstract "Managers use idiosyncratic deals (i-deals) to motivate and retain employees. Yet we know little about the subsequent effects i-deals have on decisions about pay raises and promotions. Two studies investigate how managers make pay raise and promotion decisions for workers with i-deals. Using a policy-capturing design, managers ( N = 116) made pay raise and promotion allocations for workers presented as good performers, based on information provided regarding whether and what type of i-deal workers had and the extent to which they helped peers. Developmental i-deal recipients tend to be recommended for both pay raises and promotions, while such recommendations are less likely for employees with flextime i-deals (for promotions) or reduced workload i-deals (for promotions and pay raises). In addition, workers with i-deals who help their peers are viewed more favorably in both decisions. The second study surveyed managers ( N = 174) regarding their actual subordinates ( N = 806), both controlled for the manager’s rating of subordinate performance. It supports the positive effect of developmental i-deals on pay and promotion decisions, but not the negative effects of flextime and reduced workload i-deals. Helping effects depend on the i-deal: Managers report that unhelpful recipients of developmental i-deals are less likely to be promoted than those with such i-deals who help their peers; unhelpful recipients of reduced workload i-deals are less likely to get pay raises than those with such deals who help. We discuss the implications of our findings for future research and career management." @default.
- W4317561911 created "2023-01-21" @default.
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- W4317561911 date "2022-05-05" @default.
- W4317561911 modified "2023-09-27" @default.
- W4317561911 title "Managerial Pay Raise and Promotion Decisions for Workers with I-deals" @default.
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- W4317561911 doi "https://doi.org/10.1177/10596011221086108" @default.
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