Establishing idiosyncratic deals (i-deals) as a precursor to work role performance


  • Nelesh Dhanpat University of Johannesburg
  • Lebone Legoabe



i-deals, work role performance, individualisation, proactive behaviour, social exchange theory


The study determines the relationship between i-deals and work role performance amongst employees across industries in the South African context. The study follows a quantitative approach, and a cross-sectional design was adopted. A non-probability convenience sampling technique was chosen. An online questionnaire was used. A total of 231 employees from various industries in Johannesburg, South Africa, were included in the sample. Data were collected using pre-established instruments, and SPSS was used to analyse data. Reliability analysis was used to determine the psychometric qualities of the instruments. Pearson correlation and multiple regression analysis were chosen to examine the data against the research objectives. The study’s findings confirmed a relationship between i-deals and work role performance. Task and work responsibility, schedule flexibility and career development predicted work role performance. The findings assist researchers and practitioners in dealing with and understanding how these customised work arrangements affect individual work role performance. Expanding knowledge of i?deals will help employees and employers improve their dynamic and organisational needs more effectively. HR practitioners will also use the concept of i-deals as a strategic tool to retain talented employees. The study adds to the literature on i-deals and their relationship to work role performance in a South African context. There are limited studies in South Africa regarding our knowledge of i-deals. The present study’s results contribute to the literature on i-deals and their relationship with work role performance within a South African context.


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How to Cite

Dhanpat, N., & Legoabe, L. (2022). Establishing idiosyncratic deals (i-deals) as a precursor to work role performance. International Journal of Research in Business and Social Science (2147- 4478), 11(4), 106–117.



Organizational Culture, Leadership and Human Resources Management