Give, take, or match? Styles of reciprocity, job satisfaction, and work motivation

• 成果类型: Article
• 署名作者: Belle, Nicola; Cantarelli, Paola
• 署名单位: Scuola Superiore Sant'Anna; Scuola Superiore Sant'Anna
• 刊物名称: PUBLIC ADMINISTRATION REVIEW
• ISSN/ISSBN: 0033-3352
• DOI: 10.1111/puar.13731
• 发表日期: 2024
• 页码: 748-763
• 关键词: public-service motivation; organizational citizenship behaviors; performance-related pay; transformational leadership; SERVANT LEADERSHIP; prosocial impact; sector employees; bureaucrats; management; preferences

摘要

In four online experiments involving 16,461 public professionals, we examined the causal effects of reciprocity styles at work on colleagues' expected job satisfaction and motivation. Our findings indicate that giving, which involves helping others when the benefit outweighs personal cost, is the supervisory reciprocity style that maximizes expected satisfaction among subordinates (Study 1). Additionally, it is expected that public employee motivation will be highest when their supervisor or colleagues exhibit a giving reciprocity style. Interestingly, the positive motivational effect of a giving peer is found to be relatively larger than that of a giving supervisor (Study 2). Furthermore, the expected motivation of current team members is enhanced by the prospect of a giver joining their unit, while the arrival of a taker (someone who only helps if the benefits exceed personal costs) reduces colleagues' motivation compared to the departure of a taker (Study 3).