Reciprocity Over Time : Do Employees Respond More to Kind or Unkind Controls?
Reciprocity plays a critical role in the way employees respond to managerial control decisions. The current consensus is that employees punish managers for implementing unkind controls (negative reciprocity) more than they reward managers for implementing kind controls (positive reciprocity). We challenge this consensus. Prior research focuses on settings that emphasize employees’ immediate reciprocal responses. However, in the workplace, employees often respond over long periods of time to sticky control decisions (e.g., pay, budgets, decision-rights). Focusing on these long-term settings, we predict and find that, while negative reciprocity is initially stronger than positive reciprocity, it also fades more over time than positive reciprocity. This differential fading is so pronounced in our setting that positive reciprocity is stronger overall in the long run. Thus, in long-term settings, positive responses to kind controls may play a more important role than negative responses to unkind controls. Our findings have several managerial implications, such as suggesting potential benefits of pay dispersion in the long run
Year of publication: |
2023
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Authors: | Samet, Jordan ; Schuhmacher, Karl ; Towry, Kristy L. ; Zureich, Jacob |
Publisher: |
[S.l.] : SSRN |
Saved in:
freely available
Extent: | 1 Online-Ressource (59 p) |
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Type of publication: | Book / Working Paper |
Language: | English |
Notes: | Nach Informationen von SSRN wurde die ursprĂĽngliche Fassung des Dokuments February 26, 2023 erstellt |
Other identifiers: | 10.2139/ssrn.4371449 [DOI] |
Source: | ECONIS - Online Catalogue of the ZBW |
Persistent link: https://www.econbiz.de/10014256822
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