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The ‘Agapic Behaviors’: Reconciling Organizational Citizenship Behavior with the Reward System

The ‘Agapic Behaviors’: Reconciling Organizational Citizenship Behavior with the Reward System Current corporate systems risk generating inequality among workers, insofar as they concentrate only on economic results by favoring, through the incentive and award system, only what can be seen, produced, and measured. As such, these systems are unable to recognize workers’ agapic behaviors – similar to the ones considered in organizational citizenship behavior (OCB) literature – that cannot be quantified, i.e. workers’ generosity, humanity, kindness, compassion, help for others and mercy. Although these types of behaviors may appear unproductive or irrational, they create symbols of belonging to the company and social cohesion. This article claims that beyond focusing on reward systems, companies should recognize agapic behaviors to increase workers’ intrinsic motivation. These behavioral attitudes allow fraternal relationships -as conceived in the Civil Economy tradition- to arise within organizations; moreover, they contribute to advancing new managerial practical implications in the humanistic management field. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Humanistic Management Journal Springer Journals

The ‘Agapic Behaviors’: Reconciling Organizational Citizenship Behavior with the Reward System

Humanistic Management Journal , Volume 6 (1) – Nov 27, 2019

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Publisher
Springer Journals
Copyright
Copyright © Springer Nature Switzerland AG 2019
ISSN
2366-603X
eISSN
2366-6048
DOI
10.1007/s41463-019-00067-5
Publisher site
See Article on Publisher Site

Abstract

Current corporate systems risk generating inequality among workers, insofar as they concentrate only on economic results by favoring, through the incentive and award system, only what can be seen, produced, and measured. As such, these systems are unable to recognize workers’ agapic behaviors – similar to the ones considered in organizational citizenship behavior (OCB) literature – that cannot be quantified, i.e. workers’ generosity, humanity, kindness, compassion, help for others and mercy. Although these types of behaviors may appear unproductive or irrational, they create symbols of belonging to the company and social cohesion. This article claims that beyond focusing on reward systems, companies should recognize agapic behaviors to increase workers’ intrinsic motivation. These behavioral attitudes allow fraternal relationships -as conceived in the Civil Economy tradition- to arise within organizations; moreover, they contribute to advancing new managerial practical implications in the humanistic management field.

Journal

Humanistic Management JournalSpringer Journals

Published: Nov 27, 2019

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