scholarly journals Let´s call it altruism ! A psychological perspective and hierarchical framework of altruism and prosocial behavior

2021 ◽  
Author(s):  
Johannes Rodrigues ◽  
Johannes Hewig
Keyword(s):  
Prosocial Behavior ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Common Ground ◽  
Helping Behavior ◽  
Hierarchical Level ◽  
General Category ◽  
Costly Punishment ◽  
The Hierarchical Structure ◽  
The One

“Altruism” is a term used by many disciplines like biology, economics, sociology and psychology that varies in its definition even by researchers in the same field. This lack of common ground concerning the definition has often led to misunderstandings due to the different approaches taken by researchers from various fields. In this work, we propose a hierarchical model of prosocial behavior that provides an overview on the hierarchical structure and position of several definitions of altruism provided by researchers from several disciplines. The highest hierarchical level is helping behavior that comprises both voluntary and involuntary behavior of benefit for others. The next hierarchical level is the general category of prosocial behavior, which is voluntary helping and yet independent from the reasons or motivation to help. The subsequent level of the hierarchy on the one hand defines different kinds of prosocial behavior in humans according to the source of general motivation being for example motivated by empathy, external rewards like reputation, or even by anger in case of costly punishment. On the other hand, on the same level, a differentiation using concepts from evolutionary perspectives grounds this very influential approach to prosocial behavior. Social interaction rules according to social exchange theory and situationally specific motivational aspects of prosocial behavior define further lower hierarchical levels. We propose this model to create a common ground for communication as well as to spread the awareness of the hierarchical differences in the different definitions of the term “altruism” in various fields of research.

scholarly journals Feeling Gratitude and Depletion: The Ambivalent Consequences of Receiving Help in the Workplace

2021 ◽  
Vol 18 (4) ◽  
pp. 2039
Author(s):  
Yuanfang Zhan ◽  
Jinfan Zhou ◽  
Huan Cheng ◽  
Renyan Mu
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Social Exchange Theory ◽  
Ego Depletion ◽  
Helping Behavior ◽  
Daily Basis ◽  
Path Model ◽  
Full Time ◽  
Psychological States ◽  
Using Data

Drawing from social exchange theory, we developed a dual-path model of employees’ reactions to episodic help received from colleagues. Through a diary study, using data collected from 127 full-time employees working in a large Chinese bank, we tested this model, revealing that receiving episodic help from colleagues is positively related to the help receivers’ gratitude and ego depletion. Through these two ambivalent psychological states, help receivers were found to simultaneously engage in more organizational citizenship behaviors and deviance behaviors on a daily basis. These empirical findings contribute to research that adopts a target-centric perspective in examining the consequences of helping behavior in the workplace.

scholarly journals Beyond agency and stewardship theory: shareholder–manager relationships and governance structures in family firms

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ann Sophie K. Löhde ◽  
Giovanna Campopiano ◽  
Andrea Calabrò
Keyword(s):  
Social Exchange ◽  
Family Business ◽  
Social Exchange Theory ◽  
Family Firms ◽  
Governance Structure ◽  
Managerial Behavior ◽  
Exchange System ◽  
Content Type ◽  
The One ◽  
Over Time

PurposeChallenging the static view of family business governance, we propose a model of owner–manager relationships derived from the configurational analysis of managerial behavior and change in governance structure.Design/methodology/approachStemming from social exchange theory and building on the 4C model proposed by Miller and Le Breton-Miller (2005), we consider the evolving owner–manager relationship in four main configurations. On the one hand, we account for family businesses shifting from a generalized to a restricted exchange system, and vice versa, according to whether a family manager misbehaves in a stewardship-oriented governance structure or a nonfamily manager succeeds in building a trusting relationship in an agency-oriented governance structure. On the other hand, we consider that family firms will strengthen a generalized exchange system, rather than a restricted one, according to whether a family manager contributes to the stewardship-oriented culture in the business or a nonfamily manager proves to be driven by extrinsic rewards. Four scenarios are analyzed in terms of the managerial behavior and governance structure that characterize the phases of the relationship between owners and managers.FindingsVarious factors trigger managerial behavior, making the firm deviate from or further build on what is assumed by stewardship and agency theories (i.e. proorganizational versus opportunistic behavior, respectively), which determine the governance structure over time. Workplace deviance, asymmetric altruism and patriarchy on the one hand, and proorganizational behavior, relationship building and long-term commitment on the other, are found to determine how the manager behaves and thus characterize the owner's reactions in terms of governance mechanisms. This enables us to present a dynamic view of governance structures, which adapt to the actual attitudes and behaviors of employed managers.Research limitations/implicationsAs time is a relevant dimension affecting individual behavior and triggering change in an organization, one must consider family business governance as being dynamic in nature. Moreover, it is not family membership that determines the most appropriate governance structure but the owner–manager relationship that evolves over time, thus contributing to the 4C model.Originality/valueThe proposed model integrates social exchange theory and the 4C model to predict changes in governance structure, as summarized in the final framework we propose.

Knowledge hiding: impact of interpersonal behavior and expertise

2018 ◽  
Vol 26 (2) ◽  
pp. 30-32 ◽  
Author(s):  
Parijat Lanke
Keyword(s):  
Knowledge Management ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Interpersonal Behavior ◽  
Content Type ◽  
Hiding Behavior ◽  
The One ◽  
Knowledge Hiding ◽  
A Company

Purpose This paper intends to put forward the role of interpersonal (in)justice among co-workers and their individual expertise as important factors contributing to knowledge hiding behavior. The paper is written with an intent to explain a conceptual model for practitioners’ benefit. The work is novel and covers the latest construct in the field of knowledge management and human resource management. Design/methodology/approach A conceptual framework is elaborated with a brief explanation of the theory that helps explain it. The framework although being novel in itself, the explanation has been drawn from existing literature. Findings If the co-workers do not treat each other with dignity and respect, it hampers their relationship. This in turn makes them hide knowledge from each other and at the same time if one of them holds an expertise power over the other, this behavior would be more enhanced. The whole relationship could be explained using social exchange theory. This holds implications for managers, especially when knowledge management is of paramount importance to a company for its sustenance. Practical implications This work provides new insights into knowledge hiding behavior by employees. Certain ways to reduce this behavior are proposed. Originality/value This paper is the one of the few written with an intent to bring knowledge hiding and its causes, to executives, in an easy to digest form. The concept is also newly introduced and these factors have not yet been brought up by any other researcher in the field.

HELPING BEHAVIOR AND SOCIAL EXCHANGE

1976 ◽  
Vol 4 (2) ◽  
pp. 261-266 ◽  
Author(s):  
Michael E. Enzle ◽  
Charles A. Lowe
Keyword(s):  
Factorial Design ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Helping Behavior ◽  
Manual Dexterity ◽  
Exchange Theory ◽  
Monetary Benefit

Social exchange theory was employed to predict instigative helping behavior as a function of two types of resources available to the recipient for reciprocation (social and non-social). Prior to subjects' opportunity to help a partner through their performance on a manual dexterity task, the conditions of a 2 × 2 factorial design were established by informing subjects that their partner would or would not later be able to (a) express the extent of her attraction toward them and (b) distribute a monetary benefit to them. The possibility of influencing reciprocation of both types of resources produced significant increases in subjects' helping.

Transformational Leadership and Employees’ Helping Behavior in Public Organizations: Does Organizational Structure Matter?

2020 ◽  
pp. 009102602097756
Author(s):  
Jae Young Lim ◽  
Kuk-Kyoung Moon
Keyword(s):  
Transformational Leadership ◽  
Organizational Structure ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Structural Characteristics ◽  
Helping Behavior ◽  
Exchange Theory ◽  
Work Behaviors ◽  
Negatively Associated ◽  
Open Questions

Although transformational leadership (TFL) has been recognized as a significant predictor of follower work behaviors, open questions remain concerning whether its effectiveness is universally valid or contingent on context. Building on social exchange theory and leadership contingency theory, we propose that TFL affects employees’ helping behavior, and this relationship depends on centralized and formalized structural contexts. The results show that TFL is positively associated with employees’ helping behavior; however, when moderated by centralization and formalization, TFL is negatively associated with employees’ helping behavior. The results recognize that organizations’ structural characteristics should not be ignored in TFL literature and practice.

scholarly journals Satisfaction with HR Practices and Employee Engagement: A Social Exchange Perspective

2012 ◽  
Vol 4 (7) ◽  
pp. 423-430 ◽  
Author(s):  
Geetha Jose
Keyword(s):  
Employee Engagement ◽  
Human Resource ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Research Literature ◽  
Indian Context ◽  
Term Basis ◽  
Conceptual Paper ◽  
The One

The phenomenon of employee engagement is a major concern in the management circles across the globe. The concept is gaining increasing significance among managers and academic circles in India. In spite of its apparent importance, little research has been hitherto undertaken for identifying the antecedents of employee engagement. On the basis of existing literature, this conceptual paper attempts to define an ‘engaged employee’ as the one who is optimistic, highly focused on his work, enthusiastic and willing to go an extra mile to contribute to sustainable organizational success on a long term basis. The article proposes a relationship between employees’ satisfaction with human resource practices and their level of engagement in the organization. This relationship is explained based on social exchange theory. The article also discusses the importance of employee engagement and its declining levels across the globe. Finally, the present study also notices a dearth of research literature in this domain of human resource management, in Indian context and beyond, and hence it exhorts researchers to carry out relevant studies in this field.

scholarly journals Beyond Social Exchange Theory: A Theoretical Shift for Mentoring Relationships in the Federal Workplace

10.18060/1941 ◽  
2013 ◽  
Vol 14 (2) ◽  
pp. 531-543
Author(s):  
Chad Majiros
Keyword(s):  
Knowledge Transfer ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Mentoring Relationships ◽  
Institutional History ◽  
Federal Employees ◽  
Iron Cage ◽  
The Hierarchical Structure ◽  
Federal Workplace

This paper examines the principles of social exchange theory associated with the application of mentoring for knowledge transfer in the federal workplace. Specifically, federal workplace is intended to mean any U.S. government agency defined by bureaucratic processes in its operations. Max Weber’s (1930) comparison of a bureaucracy to an iron cage is both classical and paramount to this discussion. Within the iron cage, Weber posed the further the organization perfects its operation, the more dehumanized the interaction between players (Farganis, 2011). Most important, due to the hierarchical structure and emphasis on career progression associated with the bureaucracy, mentoring relationships are often forged in a knowledge economy. Over time, mastery of skill is supported by a grasp of institutional history and organizational knowledge. Contemporary social work is aptly suited for investigating the barriers to, behavioral elements of, and best practices for fostering effective mentoring relationships in facilitating knowledge transfer between federal employees.

TINDAK PENGANCAMAN DAN PENYELAMATAN WAJAH ANIES BASWEDAN DAN BASUKI “AHOK” TJAHAJA PURNAMA

Jurnal KATA ◽  
2018 ◽  
Vol 2 (2) ◽  
pp. 356
Author(s):  
Saiko Rudi Kasenda
Keyword(s):  
Qualitative Method ◽  
Common Ground ◽  
Large Range ◽  
Politeness Theory ◽  
Crucial Point ◽  
Passive Voice ◽  
Positive Image ◽  
The Face ◽  
Face Saving ◽  
The One

<p><em>This article is aimed to investigate face threathening acts and face saving acts demonstrated by Anies Baswedan dan Basuki Tjahaja Purnama as the candidates of DKI Jakarta governor during the debate held in April 2017. Face threatening act and face saving act are analyzed because they are able to show not only their positive image but also the negatve one in front of not only to each candidate but also to the audience watching the debate. Politeness theory from Brown and Levinson (1987.) are employed to analyze both candidates’ face threatening acts and saving acts since this theory provides detailed descriptions of a large range of strategies that can be used to deeply understand both face threatening acts and face saving act performed by the candidates. The context surrounding the debate becomes a crucial point to analyze how politeness strategy is applied to show face thratening act and face saving act. Through qualitative method, this study found that 1) Bald on-record is the strategy used by the candidates to show face threatening and they are intended to show contradictions, to disagree, to insult, to interrupt, to speak out-of-topic, to challenge, and to exaggerate. 2) Both candidates use positive and negative strategies to show face saving act intended to show contradictions, to assert common ground, to show agreement, to joke, to apologize, and to avoid disagreement. 3) The face threatening act and saving acts can be considered as the efforts to defend their argumentations and to preserve their positive faces, 4.) The use of the word “kita” and passive voice can be seen as markers in both candidates’ utterances to minimize the imposed face threatening act and to signal solidarity to each candidate and to audience, 5) While Anies is revealed to be the one who more frequently uses face threatening act, Basuki is the candidate who uses face saving act more often during the debate. The study is expected to enrich the study in the field of pragmatics focusing on the use of politeness strategy. </em></p><p> </p><p>Artikel ini bertujuan untuk menginvestigasi tindak pengancaman muka wajah dan tindak penyelamatan wajah yang ditunjukkan oleh Anies Baswedan dan Basuki Tjahaja Purnama pada Debat Pilkada gubernur provinsi DKI Jakarta 2017.<strong> </strong>Tindak pengancaman wajah dan penyelamatan wajah diteliti pada makalah ini karena dapat merepresentasikan citra positif maupun citra negatif kandidat pilkada Gubernur DKI tidak hanya dihadapan masing-masing kandidat tetapi juga kepada masyarakat umum yang menyaksikan. Teori kesantunan dari Brown dan Levinson digunakan untuk menganalisis tindak pengancaman muka dan tindak penyelamatan muka kedua kandidat karena teori ini memiliki penjelasan yang komprehensif tentang berbagai strategi yang dapat dipergunakan untuk memahami secara mendalam bagaimana tindak pengancaman dan penyelamatan wajah ditunjukkan oleh kedua kandidiat. Konteks topik debat yang diangkat dipahami untuk dapat menganalisis tindak pengancaman dan penyelamatan wajah oleh Anies dan Basuki.  Melalui metode kualitatif, studi ini menemukan bahwa 1) Bald on-record adalah strategi yang sering digunakan untuk menunjukkan tindak pengancaman muka dan ditujukan untuk menyatakan kontradiksi, menyatakan ketidaksetujuan, menyinggung, menginterupsi, berbicara di luar topik pembicaraan, menantang kandidat lain, dan memberikan pernyataan yang berlebihan. 2) Tindak penyelamatan muka dilakukan dengan strategi kesantunan positif dan negatif seperti menyatakan kontradiksi, menegaskan common ground, memberikan persetujuan, membuat lelucon, meminta maaf, dan menghindari ketidaksetujuan. 3) Tindak pengancaman muka dan penyelamatan muka dapat dianggap sebagai cara untuk mempertahankan argumentasi kedua kandidat dan untuk melindungi wajah positif masing-masing.4) Penggunaan kata “kita” dan kalimat pasif dimaksudkan untuk meminmalisiri ancaman sekaligus sebagai sinya solidaritas.5) Anies ditunjukkan sebagai kandidat yang lebih sering menggunakan tindak pengancaman muka, sedangkan Basuki adalah kandidat yang lebih sering menunjukkan penyelamatan muka selama debat berlangsung. Studi ini diharapkan dapat memperkaya pemahaman di bidang pragmatik khususnya tentang penggunaan strategi kesantunan</p>

Effects of supervisor's developmental feedback on employee loyalty: A moderated mediation model

2020 ◽  
Vol 48 (1) ◽  
pp. 1-14
Author(s):  
Yun Guo ◽  
Guobao Xiong ◽  
Zeyu Zhang ◽  
Jianrong Tao ◽  
Chuanjun Deng
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Linear Regression Analysis ◽  
Interactional Justice ◽  
Employee Loyalty ◽  
Employee Trust ◽  
Moderated Mediation Model ◽  
Developmental Feedback ◽  
Managerial Implications ◽  
Supervisor Trust

We utilized social exchange theory to examine the effects that supervisor developmental feedback has on employee loyalty toward the supervisor. The 337 participants for our study were recruited from a large manufacturing enterprise in Hunan, China. Using hierarchical linear regression analysis, we found that supervisor developmental feedback was positively related to both trust in, and employee loyalty toward, the supervisor. Trust was not only positively associated with employee loyalty toward the supervisor but also partially mediated the relationship between supervisor developmental feedback and employee loyalty toward the supervisor. Further, interactional justice moderated the positive relationship between supervisor developmental feedback and employee trust of the supervisor, such that the strength of this relationship was enhanced as interactional justice increased. Managerial implications and directions for further research are discussed.

scholarly journals When and How Does Sustainable HRM Improve Customer Orientation of Frontline Employees? Satisfaction, Empowerment, and Communication

2021 ◽  
Vol 13 (7) ◽  
pp. 3693
Author(s):  
Youngsam Cho ◽  
Yongduk Choi
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Customer Orientation ◽  
Frontline Employees ◽  
Hrm Practices ◽  
Employees Satisfaction ◽  
Organizational Empowerment ◽  
Research Findings ◽  
Comprehensive Framework ◽  
The Relationship

This study investigated the relationship between sustainable human resource management (HRM) practices, employee satisfaction, and customer orientation of frontline employees (FLEs) in the hotel industry from the perspective of internal marketing. Specifically, the study focused on three facets of sustainable HRM practices (i.e., training, reward, and benefit) as well as organizational empowerment and communication as FLE-supportive contexts. Although some studies have examined the relationship between HRM practices and customer orientation, they overlooked the importance of service context in facilitating FLE customer orientation. Thus, this study developed a comprehensive framework based on social exchange theory and self-determination theory. The results show that all three facets of the sustainable HRM practices were positively related to FLEs’ satisfaction. FLEs’ satisfaction was also positively related to their customer orientation. Furthermore, both organizational empowerment and communication moderated the relationship between FLEs’ satisfaction and customer orientation, which showed a positive relationship only when FLEs perceived high organizational empowerment or communication. The research findings provide beneficial theoretical and practical implications.

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