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

Abstract

AbstractIn 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).