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Müdürlerin Öğretmenlerin Kişiye Özel Anlaşma Başarılarını Etkileyen Faktörlere İlişkin Görüşleri

Year 2023, Issue: 58, 2345 - 2364, 27.12.2023
https://doi.org/10.53444/deubefd.1265785

Abstract

Çalışanlar ve yöneticileri arasında diğer çalışanlara sağlanmayan standart dışı, kişiselleştirilmiş düzenlemeler alanyazında "kişiye özel anlaşmalar" olarak adlandırılmaktadır. Bu anlaşmaların gerçekleşmesini etkileyen faktörler çeşitli sektörlerde araştırılmış olsa da bunların okul ortamında henüz ortaya çıkarılmadığı açıktır. Literatürdeki bu eksiklik nedeniyle gerçekleştirilen bu çoklu durum çalışmasının amacı, özel sektörde ve kamuda çalışan on altı okul müdürünün algılarına dayalı olarak müdürler ve öğretmenler arasında kişiye özel anlaşmalar yapılmasını kolaylaştıran faktörleri belirlemektir. Yarı yapılandırılmış görüşme soruları araştırmacı tarafından geliştirilen altı boyutlu bir çerçeve kapsamında geliştirilmiş ve bulgular bu çerçeveye göre raporlanmıştır. Söz konusu alt boyutlar şunlardır: (1) mesleki gelişim, (2) işin içeriğinde esneklik, (3) çalışma programında esneklik, (4) çalışma mahallinde esneklik, (5) azaltılmış iş yükü ve (6) ücretlendirme konulu kişiye özel anlaşmalar. Bulgulara dayalı olarak, araştırma ve uygulamaya yönelik doğurgular da tartışılmıştır.

References

  • Anand, S., Vidyarthi, P.R., Liden, R.C., & Rousseau, D.M. (2010). Good citizens in poor-quality relationships: Idiosyncratic deals as a substitute for relationship quality. Academy of Management Journal, 53, 970-988. https://doi.org/10.5465/amj.2010.54533176
  • Bal, M., & Rousseau, D.M. (2016). Introduction to idiosyncratic deals between employees and organizations: Conceptual issues, applications, and the role of co-workers. In M. Bal and D. M. Rousseau (Eds.)., Idiosyncratic deals between employees and organizations: Conceptual issues, applications, and the role of co-workers (pp. 1-8). Routledge.
  • Bal, P.M., & Boehm, S.A. (2019). How do i-deals influence client satisfaction? The role of exhaustion, collective commitment, and age diversity. Journal of Management, 45(4), 1461-1487. https://doi.org/10.1177/0149206317710722
  • Bal, P.M., de Jong, S.B., Jansen, P.G., & Bakker, A.B. (2012). Motivating employees to work beyond retirement: A multi‐level study of the role of i‐deals and unit climate. Motivation. Journal of Management Studies 49(2). 306-331. https://doi.org/ 10.1111/j.1467-6486.2011.01026.x
  • Davis, A.S., & Van der Heijden, B.I. (2018). Reciprocity matters: Idiosyncratic deals to shape the psychological contract and foster employee engagement in times of austerity. Human Resource Development Quarterly. 1–27. DOI: 10.1002/hrdq.21327
  • Guerrero, S., & Jeanblanc, H. (2017). Networking and development idiosyncratic deals. Career Development International, 22(7), 816-828. https://doi.org/10.1108/cdi-01-2017-0017
  • Hattori, Y., Hoang, M.H., & Bich, H.T. (2021). Investigating the effect of idiosyncratic deals in Asian countries: A cross cultural analysis in Singapore, Thailand and Japan. International Journal of Cross Cultural Management, 21(2), 373 - 393. https://doi.org/10.1177/1470595821102427
  • Heras, M.L., Heijden, B.V., Jong, J.P., & Rofcanin, Y. (2017). “Handle with care”: The mediating role of schedule i-deals in the relationship between supervisors' own caregiving responsibilities and employee outcomes. Human Resource Management Journal, 27(3), 335-349. https://doi.org/10.1111/1748-8583.12160
  • Ho, V.T., & Tekleab, A. (2016). A model of idiosyncratic deal-making and attitudinal outcomes. Journal of Managerial Psychology, 31(3), 642-656. https://doi.org/10.1108/JMP-12-2014-0369
  • Hornung, S., Glaser, J., & Rouseau, D.M., (2018) Idiosyncratic deals at work: A research summary. In P. Sachse (Ed.)., Psychology of Everyday Activity,11(1), (pp. 36-46). Innsbruck University Press.
  • Hornung, S., Rouseau, D.M., Glaser, J., Angerer, P., & Weigl, M. (2011). Employee-oriented leadership and quality of working life: Mediating roles of idiosyncratic deals. Psychological Reports, 108, 59 - 74. https://doi.org/10.2466/07.13.14.21.PR0.108.1.59-74
  • Hornung, S., Rousseau, D.M., & Glaser, J. (2008). Creating flexible work arrangements through idiosyncratic deals. The Journal of applied psychology, 93(3), 655-64. https://doi.org/10.1037/0021-9010.93.3.655
  • Hornung, S., Rousseau, D.M., & Glaser, J. (2009). Why supervisors make idiosyncratic deals: antecedents and outcomes of i‐deals from a managerial perspective. Journal of Managerial Psychology, 24(8), 738-764. https://doi.org/10.1108/02683940910996770
  • Hornung, S., Rousseau, D.M., Glaser, J., Angerer, P., & Weigl, M. (2010). Beyond top‐down and bottom‐up work redesign: Customizing job content through idiosyncratic deals. Journal of Organizational Behavior, 31, 187-215. https://doi.org/10.1108/dlo.2010.08124fad.001
  • Hornung, S., Rousseau, D.M., Weigl, M., Müller, A., & Glaser, J. (2014). Redesigning work through idiosyncratic deals. European Journal of Work and Organizational Psychology, 23(4), 608-626. https://doi.org/10.1080/1359432X.2012.740171
  • Huang, Y., & Hu, Y. (2021). A moderated mediating model of perceived overqualification and task i-deals – roles of prove goal orientation and climate for inclusion. Chinese Management Studies. 16(2). https://doi.org/10.1108/CMS-10-2020-0453
  • Jonsson, R., Hasselgren, C., Dellve, L., Seldén, D., Larsson, D., & Stattin, M. (2021). Matching the pieces: The presence of idiosyncratic deals and their impact on retirement preferences among older workers. Work, Aging and Retirement, 7(3), 240-255. https://doi.org/10.1093/workar/waab003
  • Kimwolo, A., & Cheruiyot, T.K. (2020). Intrinsically motivating idiosyncratic deals and innovative work behaviour. International Journal of Innovation Science. 11(1), 31-47. https://doi.org/10.1108/IJIS-05-2017-0038
  • Kong, D.T., Ho, V.T., & Garg, S. (2018). Employee and coworker idiosyncratic deals: Implications for emotional exhaustion and deviant behaviors. Journal of Business Ethics. 164, 593-609. https://doi.org/10.1007/s10551-018-4033-9
  • Laulié, L., Tekleab, A., & Lee, J. (2019). Why grant i-deals? Supervisors’ prior i-deals, exchange ideology, and justice sensitivity. Journal of Business and Psychology, 36, 17-31. https://doi.org/10.1007/s10869-019-09670-7
  • Lee, C., & Hui, C.K. (2011). Antecedents and consequences of idiosyncratic deals: A frame of resource exchange. Frontiers of Business Research in China, 5(3), 380-401. https://doi.org/10.1007/s11782-011-0136-1
  • Liao, C., Wayne, S.J., & Rousseau, D.M. (2016). Idiosyncratic deals in contemporary organizations: A qualitative and meta-analytical review. Journal of Organizational Behavior, 37. 9-29. https://doi.org/10.1002/job.1959
  • Mark, M. M., Henry, G. T., & Julnes, G. (2000). Evaluation: An integrated framework for understanding, guiding, and improving policies and programs. Jossey-Bass.
  • Ng, T.W., & Feldman, D.C. (2015). Idiosyncratic deals and voice behavior. Journal of Management, 41(3), 893 - 928. https://doi.org/10.1177/0149206312457824
  • Ng, T.W., & Lucianetti, L. (2016). Goal striving, idiosyncratic deals, and job behavior. Journal of Organizational Behavior, 37, 41-60. https://doi.org/10.1002/job.2023
  • Oostrom, J.K., Pennings, M., & Bal, P.M. (2016). How do idiosyncratic deals contribute to the employability of older workers. Career Development International, 21(2), 176-192. https://doi.org/10.1108/CDI-08-2015-0112
  • Rao, B., & Kunja, S.R. (2019). Relationship between leader’s empathic disposition and authorization of idiosyncratic deals. Journal of Indian Business Research. 11(4), 370-387. https://doi.org/10.1108/JIBR-09-2018-0253
  • Rosen, C.C., Slater, D., & Chang, C.H. (2013). Let’s make a deal: Development and validation of the ex post ideals scale. Journal of Management. 39(3), 709-742 https://doi.org/10.1177/0149206310394865
  • Rousseau, D.M., Ho, V.T., & Greenberg, J. (2006). I-deals: Idiosyncratic terms in employment relationships. Academy of Management Review, 31(4), 977-994. https://doi.org/10.5465/amr.2006.22527470
  • Rousseau, D.M., Hornung, S., & Kim, T.G. (2009). Idiosyncratic deals: Testing propositions on timing, content, and the employment relationship. Journal of Vocational Behavior, 74(3), 338-348. https://doi.org/10.1016/j.jvb.2009.02.004
  • Rousseau, D.M., Tomprou, M., & Simosi, M. (2016). Negotiating flexible and fair idiosyncratic deals (i-deals). Organizational Dynamics, 45(3), 185-196. https://doi.org/10.1016/j.orgdyn.2016.07.004
  • Sandelowski, M.J. (2001). Real qualitative researchers do not count: the use of numbers in qualitative research. Research in Nursing & Health, 24(3), 230-40. https://doi.org/10.1002/nur.1025
  • Tang, Y., & Hornung, S. (2015). Work-family enrichment through I-Deals: Evidence from Chinese employees. Journal of Managerial Psychology, 30(8), 940-954. https://doi.org/10.1108/JMP-02-2013-0064
  • Tuan, L. T. (2017) Administrative error control: The role of value-based HR practices, i-deals, and organizational politics. International Public Management Journal, 20(4), 648-674, https://doi.org/10.1080/10967494.2016.1269858
  • Villajos, E., Tordera, N., & Peiró, J.M. (2019). Human resource practices, eudaimonic well-being, and creative performance: The mediating role of idiosyncratic deals for sustainable human resource management. Sustainability, 11, 6933; https://doi.org/10.3390/su11246933
  • Wang, L., & Long, L.R. (2018). Idiosyncratic deals and taking charge: The roles of psychological empowerment and organizational tenure. Social Behavior and Personality. 46(9), 1437-1448. https://doi.org/10.2224/sbp.7084
  • Wang, S., Liu, Yi., & Shalley, C. E. (2018). Idiosyncratic deals and employee creativity: The mediating role of creative self‐efficacy. Human Resource Management 57(6), 1443-1453. https://doi.org/10.1002/hrm.21917
  • Zhang, X., & Wu, W. (2019). How Do I-Deals Benefit to the Organization? The Role of Perceived Organizational Support and Work Engagement. Proceedings of the 5th Annual International Conference on Social Science and Contemporary Humanity Development (SSCHD 2019). https://doi.org/10.2991/sschd-19.2019.83

Principals’ Views on the Factors Facilitating Idiosyncratic Deals They Make with Teachers

Year 2023, Issue: 58, 2345 - 2364, 27.12.2023
https://doi.org/10.53444/deubefd.1265785

Abstract

Non-standard, personalized arrangements between employees and their managers that are not granted to other subordinates are referred to in the literature as "idiosyncratic deals" (i-deals for short). Although the factors that influence the realization of these agreements have been researched in various sectors, it is apparent that these factors have not yet been uncovered in the school setting. Because of this deficiency in the literature, the purpose of this multiple case study was to identify the factors that facilitate making i-deals between principals and teachers based on the perceptions of sixteen principals working in public and private schools. Semi-structured interview questions were developed, and findings were reported based on the researcher-developed framework of six dimensions of (1) professional development i-deals, (2) task flexibility i-deals, (3) schedule flexibility i-deals, (4) location flexibility i-deals, (5) reduced workload i-deals, and (6) pay-related i-deals. Implications for research and application were also discussed based on the results.

References

  • Anand, S., Vidyarthi, P.R., Liden, R.C., & Rousseau, D.M. (2010). Good citizens in poor-quality relationships: Idiosyncratic deals as a substitute for relationship quality. Academy of Management Journal, 53, 970-988. https://doi.org/10.5465/amj.2010.54533176
  • Bal, M., & Rousseau, D.M. (2016). Introduction to idiosyncratic deals between employees and organizations: Conceptual issues, applications, and the role of co-workers. In M. Bal and D. M. Rousseau (Eds.)., Idiosyncratic deals between employees and organizations: Conceptual issues, applications, and the role of co-workers (pp. 1-8). Routledge.
  • Bal, P.M., & Boehm, S.A. (2019). How do i-deals influence client satisfaction? The role of exhaustion, collective commitment, and age diversity. Journal of Management, 45(4), 1461-1487. https://doi.org/10.1177/0149206317710722
  • Bal, P.M., de Jong, S.B., Jansen, P.G., & Bakker, A.B. (2012). Motivating employees to work beyond retirement: A multi‐level study of the role of i‐deals and unit climate. Motivation. Journal of Management Studies 49(2). 306-331. https://doi.org/ 10.1111/j.1467-6486.2011.01026.x
  • Davis, A.S., & Van der Heijden, B.I. (2018). Reciprocity matters: Idiosyncratic deals to shape the psychological contract and foster employee engagement in times of austerity. Human Resource Development Quarterly. 1–27. DOI: 10.1002/hrdq.21327
  • Guerrero, S., & Jeanblanc, H. (2017). Networking and development idiosyncratic deals. Career Development International, 22(7), 816-828. https://doi.org/10.1108/cdi-01-2017-0017
  • Hattori, Y., Hoang, M.H., & Bich, H.T. (2021). Investigating the effect of idiosyncratic deals in Asian countries: A cross cultural analysis in Singapore, Thailand and Japan. International Journal of Cross Cultural Management, 21(2), 373 - 393. https://doi.org/10.1177/1470595821102427
  • Heras, M.L., Heijden, B.V., Jong, J.P., & Rofcanin, Y. (2017). “Handle with care”: The mediating role of schedule i-deals in the relationship between supervisors' own caregiving responsibilities and employee outcomes. Human Resource Management Journal, 27(3), 335-349. https://doi.org/10.1111/1748-8583.12160
  • Ho, V.T., & Tekleab, A. (2016). A model of idiosyncratic deal-making and attitudinal outcomes. Journal of Managerial Psychology, 31(3), 642-656. https://doi.org/10.1108/JMP-12-2014-0369
  • Hornung, S., Glaser, J., & Rouseau, D.M., (2018) Idiosyncratic deals at work: A research summary. In P. Sachse (Ed.)., Psychology of Everyday Activity,11(1), (pp. 36-46). Innsbruck University Press.
  • Hornung, S., Rouseau, D.M., Glaser, J., Angerer, P., & Weigl, M. (2011). Employee-oriented leadership and quality of working life: Mediating roles of idiosyncratic deals. Psychological Reports, 108, 59 - 74. https://doi.org/10.2466/07.13.14.21.PR0.108.1.59-74
  • Hornung, S., Rousseau, D.M., & Glaser, J. (2008). Creating flexible work arrangements through idiosyncratic deals. The Journal of applied psychology, 93(3), 655-64. https://doi.org/10.1037/0021-9010.93.3.655
  • Hornung, S., Rousseau, D.M., & Glaser, J. (2009). Why supervisors make idiosyncratic deals: antecedents and outcomes of i‐deals from a managerial perspective. Journal of Managerial Psychology, 24(8), 738-764. https://doi.org/10.1108/02683940910996770
  • Hornung, S., Rousseau, D.M., Glaser, J., Angerer, P., & Weigl, M. (2010). Beyond top‐down and bottom‐up work redesign: Customizing job content through idiosyncratic deals. Journal of Organizational Behavior, 31, 187-215. https://doi.org/10.1108/dlo.2010.08124fad.001
  • Hornung, S., Rousseau, D.M., Weigl, M., Müller, A., & Glaser, J. (2014). Redesigning work through idiosyncratic deals. European Journal of Work and Organizational Psychology, 23(4), 608-626. https://doi.org/10.1080/1359432X.2012.740171
  • Huang, Y., & Hu, Y. (2021). A moderated mediating model of perceived overqualification and task i-deals – roles of prove goal orientation and climate for inclusion. Chinese Management Studies. 16(2). https://doi.org/10.1108/CMS-10-2020-0453
  • Jonsson, R., Hasselgren, C., Dellve, L., Seldén, D., Larsson, D., & Stattin, M. (2021). Matching the pieces: The presence of idiosyncratic deals and their impact on retirement preferences among older workers. Work, Aging and Retirement, 7(3), 240-255. https://doi.org/10.1093/workar/waab003
  • Kimwolo, A., & Cheruiyot, T.K. (2020). Intrinsically motivating idiosyncratic deals and innovative work behaviour. International Journal of Innovation Science. 11(1), 31-47. https://doi.org/10.1108/IJIS-05-2017-0038
  • Kong, D.T., Ho, V.T., & Garg, S. (2018). Employee and coworker idiosyncratic deals: Implications for emotional exhaustion and deviant behaviors. Journal of Business Ethics. 164, 593-609. https://doi.org/10.1007/s10551-018-4033-9
  • Laulié, L., Tekleab, A., & Lee, J. (2019). Why grant i-deals? Supervisors’ prior i-deals, exchange ideology, and justice sensitivity. Journal of Business and Psychology, 36, 17-31. https://doi.org/10.1007/s10869-019-09670-7
  • Lee, C., & Hui, C.K. (2011). Antecedents and consequences of idiosyncratic deals: A frame of resource exchange. Frontiers of Business Research in China, 5(3), 380-401. https://doi.org/10.1007/s11782-011-0136-1
  • Liao, C., Wayne, S.J., & Rousseau, D.M. (2016). Idiosyncratic deals in contemporary organizations: A qualitative and meta-analytical review. Journal of Organizational Behavior, 37. 9-29. https://doi.org/10.1002/job.1959
  • Mark, M. M., Henry, G. T., & Julnes, G. (2000). Evaluation: An integrated framework for understanding, guiding, and improving policies and programs. Jossey-Bass.
  • Ng, T.W., & Feldman, D.C. (2015). Idiosyncratic deals and voice behavior. Journal of Management, 41(3), 893 - 928. https://doi.org/10.1177/0149206312457824
  • Ng, T.W., & Lucianetti, L. (2016). Goal striving, idiosyncratic deals, and job behavior. Journal of Organizational Behavior, 37, 41-60. https://doi.org/10.1002/job.2023
  • Oostrom, J.K., Pennings, M., & Bal, P.M. (2016). How do idiosyncratic deals contribute to the employability of older workers. Career Development International, 21(2), 176-192. https://doi.org/10.1108/CDI-08-2015-0112
  • Rao, B., & Kunja, S.R. (2019). Relationship between leader’s empathic disposition and authorization of idiosyncratic deals. Journal of Indian Business Research. 11(4), 370-387. https://doi.org/10.1108/JIBR-09-2018-0253
  • Rosen, C.C., Slater, D., & Chang, C.H. (2013). Let’s make a deal: Development and validation of the ex post ideals scale. Journal of Management. 39(3), 709-742 https://doi.org/10.1177/0149206310394865
  • Rousseau, D.M., Ho, V.T., & Greenberg, J. (2006). I-deals: Idiosyncratic terms in employment relationships. Academy of Management Review, 31(4), 977-994. https://doi.org/10.5465/amr.2006.22527470
  • Rousseau, D.M., Hornung, S., & Kim, T.G. (2009). Idiosyncratic deals: Testing propositions on timing, content, and the employment relationship. Journal of Vocational Behavior, 74(3), 338-348. https://doi.org/10.1016/j.jvb.2009.02.004
  • Rousseau, D.M., Tomprou, M., & Simosi, M. (2016). Negotiating flexible and fair idiosyncratic deals (i-deals). Organizational Dynamics, 45(3), 185-196. https://doi.org/10.1016/j.orgdyn.2016.07.004
  • Sandelowski, M.J. (2001). Real qualitative researchers do not count: the use of numbers in qualitative research. Research in Nursing & Health, 24(3), 230-40. https://doi.org/10.1002/nur.1025
  • Tang, Y., & Hornung, S. (2015). Work-family enrichment through I-Deals: Evidence from Chinese employees. Journal of Managerial Psychology, 30(8), 940-954. https://doi.org/10.1108/JMP-02-2013-0064
  • Tuan, L. T. (2017) Administrative error control: The role of value-based HR practices, i-deals, and organizational politics. International Public Management Journal, 20(4), 648-674, https://doi.org/10.1080/10967494.2016.1269858
  • Villajos, E., Tordera, N., & Peiró, J.M. (2019). Human resource practices, eudaimonic well-being, and creative performance: The mediating role of idiosyncratic deals for sustainable human resource management. Sustainability, 11, 6933; https://doi.org/10.3390/su11246933
  • Wang, L., & Long, L.R. (2018). Idiosyncratic deals and taking charge: The roles of psychological empowerment and organizational tenure. Social Behavior and Personality. 46(9), 1437-1448. https://doi.org/10.2224/sbp.7084
  • Wang, S., Liu, Yi., & Shalley, C. E. (2018). Idiosyncratic deals and employee creativity: The mediating role of creative self‐efficacy. Human Resource Management 57(6), 1443-1453. https://doi.org/10.1002/hrm.21917
  • Zhang, X., & Wu, W. (2019). How Do I-Deals Benefit to the Organization? The Role of Perceived Organizational Support and Work Engagement. Proceedings of the 5th Annual International Conference on Social Science and Contemporary Humanity Development (SSCHD 2019). https://doi.org/10.2991/sschd-19.2019.83
There are 38 citations in total.

Details

Primary Language English
Subjects Studies on Education
Journal Section Articles
Authors

Gokhan Ozaslan 0000-0003-2237-4233

Publication Date December 27, 2023
Published in Issue Year 2023 Issue: 58

Cite

APA Ozaslan, G. (2023). Principals’ Views on the Factors Facilitating Idiosyncratic Deals They Make with Teachers. Dokuz Eylül Üniversitesi Buca Eğitim Fakültesi Dergisi(58), 2345-2364. https://doi.org/10.53444/deubefd.1265785