Abstract
Individualised deals, or I-deals, are arrangements between employees and their organisations that provide greater flexibility and autonomy in the workplace. Although I-deals have been shown to positively affect employee attitudes and behaviours, the effects of denied I-deals have received less attention. Furthermore, denied I-deals can lead to negative emotions such as anger and frustration, harming work performance and relationships. This paper, therefore, examines the potential repercussions of rejecting developmental I-deals that, if approved, might have benefitted employees, the organisation, and, subsequently, the country. Furthermore, investigating unsuccessful I-deals will aid a better understanding of the mechanisms underlying these effects and how to counter them.