The idiosyncratic deal: flexibility versus fairness?

Author:

Rousseau Denise M

Publisher

Elsevier BV

Subject

Organizational Behavior and Human Resource Management,Sociology and Political Science,Applied Psychology

Reference1 articles.

1. Arlie Russell Hochschild’s book Time Bind: When Work Becomes Home and Home Becomes Work (New York: Metropolitan, 1997) provides a detailed account of how one company and its employees responded to the pressures for greater workplace flexibility. How individual psychological contracts are formed and affect worker behavior is described in Denise M. Rousseau, Psychological Contracts in Organizations: Understanding Written and Unwritten Agreement (Newbury Park, CA: Sage, 1995). A highly readable study of participation in the American workplace is Richard B. Freeman and Joel Roger’s What Workers Want (jointly published by Ithaca: ILR Press and New York: Russell Sage, 1999). How the zone of negotiability in employment relations differs and is changing across nations is addressed by organizational researchers from 13 countries in Psychological Contracts in Employment: Cross-National Perspectives, edited by Denise M. Rousseau and Rene Schalk (Newbury Park, CA: Sage, 2000), also the source of Fig. 1. The changing nature of a firm’s dependence on its workforce is described in Carrie R. Leana and Denise M. Rousseau, Relational Wealth: the Advantages of Stability in a Changing Economy (New York: Oxford, 2000). The changing role that human resource managers play in a more market-oriented, negotiation-prone workplace is discussed in “The Boundaryless Human Resource Function: Building Agency and Community in the New Economic Era,” which appeared in Organizational Dynamics (Spring, 1999, 7–18), authored by Denise M. Rousseau and Michael B. Arthur. For a fascinating description of the politicking behind dysfunctional individual deals see John Z. De Lorean, On a Clear Day You Can See General Motors (Grosse Pointe, MI: Wright Enterprises, 1979).

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