Abstract:
Firms are particularly putting emphasis on employee performance as a source of strategic advantage.
The focus has mainly been on the full utilization of their human resources to achieve this goal. The purpose of this
study was to examine the effect of task and responsibility related idiosyncratic deals on employee performance.
Employee performance was measured as task performance and contextual performance. The study was anchored
on the Task-Contextual performance Model and Idiosyncratic deals theory. The hypotheses were tested on a
sample of 325 employees of ICT firms in Uganda, using a cross-sectional survey. 302 responses were used for
analysis after cleaning of data. The hypotheses were tested using correlation analysis and regression analysis. The
results indicated that there exists a relationship between tasks and responsibility idiosyncratic deals and employee
task performance (β=0.57, p=0.000) and also between task and responsibility idiosyncratic deals and contextual
performance (β= 0.634, p=0.000). The study made contributions to the literature on idiosyncratic deals, employee
performance, as well as the task-contextual performance Model. The study recommends the adoption of task
specific negotiations for employees in order to enhance the performance of both primary task and contextual
performance.