Altruism, reciprocity and cooperation in the workplace
This paper surveys economic models where cooperation arises in the workplace because individuals' utility functions involve a concern for others (altruism) or a desire to respond to like with like (reciprocity). It also discusses empirical evidence which bears on the relevance of these theories. The paper considers separately the feelings employees have for their employers or their supervisors, those that employees have for others that occupy similar positions as themselves and the feelings of supervisors towards their subordinates. Altruism appears to play a role in the last two settings while reciprocity seems useful to explain the way employees react to employer actions which the employees regard as unfair.
If you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
As the access to this document is restricted, you may want to look for a different version under "Related research" (further below) or search for a different version of it.
|This chapter was published in: ||This item is provided by Elsevier in its series Handbook on the Economics of Giving, Reciprocity and Altruism with number
2-21.||Handle:|| RePEc:eee:givchp:2-21||Contact details of provider:|| Web page: http://www.elsevier.com/wps/find/bookseriesdescription.cws_home/BS_HE/description|
When requesting a correction, please mention this item's handle: RePEc:eee:givchp:2-21. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Shamier, Wendy)
If references are entirely missing, you can add them using this form.