ABSTRACT
This conclusion presents some closing thoughts on the key concepts discussed in the preceding chapters of this book. The book deals with how idiosyncratic-deals arise in the first place, when employees negotiate them, and societal conditions that support them. It explains that how i-deals may have potential positive effects for organization, teams and individual employees and thus may contribute to more effective strategic human resource management (SHRM) in organizations. It also discusses the societal influences on i-deals, an increasing dominance of individualism and neoliberalism can shift attention to what individuals can do to improve their own employment circumstances, as well as make them more responsible for their own welfare and well-being. The book focuses on the role of coworkers. Finally, it demonstrates that i-deals are more likely to be negotiated when there is a leader who is open to the notion of i-deals and who is viewed as fair.
