An Explanation
In the more hybrid types of employment relationship, i.e. those in which there is a clear emphasis on results and each employee is responsible to a greater degree for the management of their own employability, Rousseau notices that the existence and management of 'idiosyncratic deals' is becoming ever more commonplace.
For example, there may be several employees in an organization doing the same job and receiving the same cues and signals from the company. These people will have many features of their psychological contracts which overlap perfectly; they have the same expectations and get the same rewards for certain things.
because they have a different manager or contribute in a different way'
However, because of personal variations, such as educational background or previous work history, some features of the individual employment relationships will be different. Of course, this is nothing new. What is new is the employing organization's recognition of these differing expectations, needs and priorities. Organizations are now appreciating that different people want different things from their work (e.g. non-financial rewards, flexible working time, extra development training etc.) and they are becoming more flexible to their employees' needs.
Organizations are now accepting that everyone will have a slightly different 'deal' with their employer.