ABSTRACT
This chapter focuses on necessary learning of workplace justice, innovation in human resource practice, and competencies required to understand and capture the full value i-deals offer. At the Harvard Business School, idiosyncratic arrangements arises when faculty performs extra work up front in exchange for release time later and then "pay it back" by working more units. It addresses other contextual factors that influence the ease and sustainability of i-deals, including the degree of flexibility in the work setting, the acceptance of i-deals made possible by quality employment relationships, and the organizational conditions that legitimate their use. It also describes the effect of prior experience on the effectiveness of managers in making i-deals. I-deals are evidence that the different work experiences group members report are neither merely subjective bias nor the result of politicking and favouritism. Individual agency is everywhere in the workplace-Justice demands that we both nurture and balance it.
