Paying Gratitude Forward at Work

Since workers are increasingly suffering from burnout, there is a need for insights into how burnout can be decreased to improve subjective well-being. The broaden-and-build theory proposes that gratitude increases well-being through an upward spiral. Few studies have examined whether gratitude decreases burnout and what mediating behaviors explain this relationship. Using an international sample of employees ( N = 353), this study examines whether work-specific gratitude negatively relates to exhaustion and disengagement. Additionally, since gratitude stimulates helping through upstream reciprocity, this study investigates whether interpersonal helping behavior (IHB) mediates these relationships. Our study showed a negative effect of work-specific gratitude on disengagement and exhaustion and a negative relationship between work-specific gratitude and disengagement, mediated by IHB, suggesting that gratitude stimulates IHB, thereby alleviating disengagement.

Understanding the costs of interpersonal helping and governing mechanisms: an application of transaction cost economics theory

PurposeUtilizing transaction cost economics (TCE) theory as the theoretical underpinning, this article aims to describe the costs of interpersonal helping and governing mechanisms that individuals may use to alleviate helping costs.Design/methodology/approachA theoretical analysis was performed by drawing upon TCE and related research.FindingsThrough the lens of TCE, the authors propose the following: First, as the costs of helping increase, interpersonal helping shifts from being triggered by an autonomous motivation to being regulated by contextual contingencies. Second, the helper is likely to utilize reciprocity to mitigate helping costs by acquiring specific assets possessed by the recipient when asset specificity is high. Third, the helper is likely to utilize organizationally sanctioned procedures and rules to mitigate helping costs by eliminating unwanted resource consumptions when outcome uncertainty is high. Finally, the helper is likely to utilize group norms to mitigate helping costs by involving others in helping or discouraging requests for recurrent help when the frequency of helping is high.Originality/valueFrom a theoretical standpoint, this article complements previous research that focuses on the dark side of interpersonal helping. Practically, the authors offer several implications that help managers minimize the costs of helping in the organization.

Emergence of interpersonal helping in times of crises: a theoretical model of prosperity and eradication of interpersonal helping in organizations

PurposeThe purpose of this article is to develop a cross-level, theoretical model describing the process by which interpersonal helping becomes conspicuous, as well as the process by which interpersonal helping subsequently prospers or becomes eradicated in the organization.Design/methodology/approachA theoretical analysis was performed by drawing upon various management-related theories.FindingsWe propose that organizational crises foster the emergence of interpersonal helping. Additionally, the positive relationship between organizational crises and interpersonal helping is stronger (or weaker) when individuals possess higher levels of other-oriented (or self-oriented) motives. Furthermore, we propose that a sympathetic climate at the unit level and employee job crafting at the individual level result in the prosperity of interpersonal helping, whereas interpersonal helping is eradicated by a sarcastic atmosphere at the unit level and citizenship pressure at the individual level.Originality/valueTheoretically, we advance the literature by providing future research with a theoretical base for understanding interpersonal helping from a temporal and cross-level perspective. Practically, this article offers some managerial recommendations that help managers nurture interpersonal helping in organizations effectively.

EFFECTS OF ORGANIZATIONAL SUPPORT, SUPERVISOR SUPPORT AND COWORKERS’ INTERPERSONAL HELPING BEHAVIOR ON EMPLOYEE JOB SATISFACTION: A CASE STUDY IN BANGKOK, THAILAND

Employees’ job satisfaction would lead to more productive working environment in organizations. This study aims to examine the effects of employee’s perception of organizational and supervisor supports as well as coworkers’ interpersonal helping behavior on job satisfaction. The survey is collected data from a total of 50 employees, who works in both private and public organizations in Bangkok, Thailand. The findings show that perceived organizational support, perceived supervisor support and coworkers’ interpersonal helping behavior have positive relationship with employee’s job satisfaction. The suggestions are that, the organizations should keep the employees’ satisfaction level by giving more feedback and reaction on their work apart from organizational support from supervisors. The supervisors also need to coach and help the subordinates in order to achieve their performance. The coworkers also play important role to their coworkers because good coworkers can create a good working environment. The coworkers need to help the coworkers who are still new in their roles, as well as can help when their coworkers suffer from job stress. Organizations should also inform all supervisors to support, coach and giving feedback on their subordinates’ work in order to reduce their job stress and increase job satisfaction.

Lacking status hinders prosocial behavior among the powerful

We conducted 2 studies to examine if status has varying effects on prosocial behavior for those at different levels of the power hierarchy. In Study 1 (N = 78), adults employed full-time in the USA responded to an online survey and the results showed that self-perceived power and status interacted to predict prosocial behavior. That is, lacking status led high-power, but not low-power, individuals to engage less in prosocial behavior. In Study 2 (N = 142), we orthogonally manipulated status and power and measured prosocial behavior. Once again, lacking status led to less helping behavior among high-power, but not low-power, participants. These findings show how power and status interact to influence interpersonal helping behavior. Implications for future research on social hierarchy and prosocial behavior are discussed.