Disentangling the influences of positive reciprocity and mood on gift exchange at work

Sautua, Santiago I.

doi:10.1016/j.socec.2022.101966

Cited by 1 publication

(1 citation statement)

References 33 publications

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“…This is because they can significantly impact employees’ rewards to the organization (e.g., helping behavior, positive interpersonal relationships, deviant behaviors, executive function, and task performance) [ 5 , 6 , 7 , 8 , 9 ]. However, most of the literature based on social exchange theory (SET) [ 1 ] mainly focuses on employees’ extrinsic rewards to the organization (e.g., productivity) [ 10 ], lacking research on intrinsic rewards (e.g., well-being) [ 1 , 11 ]. Extrinsic benefit exchange is only a means to win intrinsic benefits [ 1 ].…”

Section: Introductionmentioning

confidence: 99%

How and When Generalized Reciprocity and Negative Reciprocity Influence Employees’ Well-Being: The Moderating Role of Strength Use and the Mediating Roles of Intrinsic Motivation and Organizational Obstruction

Zhu

Liu

Zhang

2023

Behavioral Sciences

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Although the literature has shown that generalized reciprocity and negative reciprocity as exchange norms can significantly influence employees’ outcomes, knowledge about how and when the two types of norms influence employees’ well-being is limited. Based on social exchange theory and self-determination theory, we built and investigated a model by conducting a large questionnaire survey with 551 employees and managers. The results of the structural equation model supported our hypotheses. First, generalized reciprocity is positively related to well-being, and negative reciprocity is negatively related to well-being. Both intrinsic motivation and perceived organizational obstruction can meditate roles in the above relationships. Moreover, strength use can enhance the relationship between generalized reciprocity and intrinsic motivation, and it can also weaken the relationship between negative reciprocity and perceived organizational obstruction. Our research represents a significant step towards better understanding the work-related implications of imbalanced reciprocity, highlighting the destructive influence of negative reciprocity on employees’ well-being.

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