Purpose – The purpose of this paper is to investigate, through the lens of the gift-giving theory, volunteers’\ud motivations for intending to stay with organizations.\ud Design/methodology/approach – Data were collected from 379 volunteers from 30 charitable\ud organizations operating in Italy’s socio-healthcare service sector. Bootstrapped mediation analysis was\ud used to test the hypothesized relationships.\ud Findings – Volunteers’ reciprocal attitudes and gift-giving intentions partially mediated the relationship\ud between motives and intentions to stay.\ud Practical implications – Policy makers of charitable organizations are advised to be more responsive to\ud behavioral signals revealing volunteers’ motivations, attitudes, and intentions. Managers should\ud appropriately align organizational responsiveness with volunteers’ commitment through gift-giving\ud exchange systems.\ud Originality/value – The findings reveal that reciprocity and gift giving are significant organizational\ud variables greatly influencing volunteers’ intentions to stay with organizations. Signaling theory is used to\ud explain how volunteers’ attitudes are linked with organizational responsiveness. Furthermore, this study is\ud the first to use an Italian setting to consider motives, reciprocity, and gift giving as they relate to intentions\ud to stay

The logic of gift and gratuitousness in business activity raised by the encyclical Caritas in Veritate stresses a deeper critical evaluation of the category of relation. The logic of gift in business includes two aspects. The first is considering the logic of gift as a new conceptual lens in order to view business relationship beyond contractual logic. In this view, it is crucial to see the circulation of goods as instrumental for the development of relationships. The second aspect is to qualify the relationships established through the gift, and to think about the motivation in giftgiving, which has an ethical content. We give because we have received, and through gift-giving we develop relationships that have a high 'bonding value'. Analysing the logic of gift in business management may permit us to gain an understanding of the ambiguity of gift-giving in organizations. Looking at the relationships between organizations and employees, and organizations and customers, we can discover why the logic of gift is often misunderstood or abused in its application, and how it should be applied to be more consistent with the message of Caritas in Veritate.

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Turnover is one of the major problems for the hospitality industry, with many negative impacts on the organizations. Human resources management practices, in particular organizational commitment and job satisfaction, are often indicated as possible instruments to make turnover rates lower. Reciprocity could be a powerful instrument of governance of the employment relationship. When employees perceive their employers' sincere commitment to them exceeding their expectations, the employees will be more likely to demonstrate stronger commitment to their organizations. The main aim of this theoretical article is to show how reciprocity can strengthen the employment relationship, so increasing job satisfaction and commitment, and so contributing to decrease turnover rates. Volumen de negocios en la industria de la hospitalidad: la reciprocidad puede resolver el problema?Resumen: Las pérdidas de empleados es uno de los principales problemas para la industria del turismo, con muchos impactos negativos en las empresas. Las prácticas de gestión de recursos humanos, en particular, el compromiso organizacional y la satisfacción en el trabajo, a menudo, se indican como posibles instrumentos para que las tasas de rotación no sean más bajas. La reciprocidad puede ser un poderoso instrumento de gestión de la relación de trabajo. Cuando los empleados perciben el compromiso como elemento clave, que puede superar sus expectativas, los empleados estarán más dispuestos a demostrar un mayor compromiso para con su organización. El objetivo principal de este artículo teórico es mostrar cómo la reciprocidad puede fortalecer la relación de trabajo, lo que aumenta la satisfacción laboral y el compromiso, y así contribuir a disminuir las tasas de rotación. Palabras -clave:Pérdidas, industria turística, reciprocidad, relación laboral; lugar de trabajo 584 Turnover in the hospitality industry … Turnover in the hospitality industry …

Purpose This study aims to explore the process that, from abusive supervision, leads to the different kinds of workplace deviant behaviors, using the norm of negative reciprocity as the main mechanism that can trigger this process. Design/methodology/approach This study is based on a literature review from organizational behavior and reciprocity fields and builds a theoretical model on the relationship between abusive supervision and workplace deviance within organizations. Findings This study develops a theoretical model where abusive supervision causes a feeling of injustice, which can motivate employees to seek revenge in the form of workplace deviant behaviors. Moreover, negative direct balanced reciprocity will moderate the relationship between the desire for revenge and minor interpersonal workplace deviance; negative direct non-balanced reciprocity will moderate the relationship between the desire for revenge and severe interpersonal workplace deviance; negative generalized balanced reciprocity will moderate the relationship between the desire for revenge and minor organizational workplace deviance; negative generalized non-balanced reciprocity will moderate the relationship between the desire for revenge and severe organizational workplace deviance. Originality/value Previous studies have used negative reciprocity as a moderator, but for the first time, it is split in direct and generalized and in balanced and non-balanced. In particular, when direct negative reciprocity is present, the revenge will take the form of interpersonal workplace deviance; when generalized negative reciprocity is present, the revenge will take the form of organizational workplace deviance. On the other side, when balanced reciprocity is present, revenge will take the form of minor workplace deviance, while when non-balanced reciprocity is present, revenge will take the form of severe workplace deviance.