Drawing upon conceptual foundations laid by previous studies on multi- staged i-deal implementation, we theorize that different stages of i- deal implementation, specifically allocation, communication, and consequences stages, individually and collectively affect coworkers' perceptions of justice, leading to subsequent employee outcomes. Our findings reveal that (a) the performance level of the i-dealer and the burdens imposed on others by the i-deals predict coworkers' distributive justice perceptions, (b) the way i-deals are communicated significantly affects coworkers' informational justice perceptions, (c) these three factors, influencing distinctive justice perceptions at various i-deal implementation stages, collectively shape coworkers' perceived overall justice perceptions (POJ) within the organization, (d) POJ fully mediates the link between work engagement and turnover intentions, suggesting the significant impact of perceived overall justice on employee retention even among highly engaged individuals. We also demonstrate that without managerial communication, i-deals imposing burdens on coworkers granted even to high performers can lead to decreased perceptions of justice among coworkers. Conversely, managerial communication can mitigate this negative impact, maintaining positive justice perceptions even in the presence of burdens.
