Reciprocity in an organizational context


One of the most important principles of persuasion is reciprocity. In the modern world, people have changed reciprocity to bribery and corruption where individuals give out a favor in return for a deed. Though corruption is a vice, it has become one of the most important components of the vicious cycle. Never the less, it is important to consider the impact of such an important metaphor in an organizational context. This paper argues that an organization that takes care of its employees are cared for by its employees just like the adage “If you take care of your people, then your people will take care of you.”

Employee motivation and organizational productivity

While entrepreneurs venture into business with the aim of maximizing their profits, most organization aims to improve their stakeholder’s wealth. Therefore, the management must work hard to ensure they drive growth and revenue. To realize these aims, Burrus,et al, (2009, pp. 1–9) posits that organizations must ensure that the employees are productive and their operations are profitable. It is therefore the duty of the management to offers competitive remuneration to their employee as a way of motivating their employees. Motivated employees are productive because they have a sense of ownership. They work with the highest energy and diligence to improve to make the company profitable and in return, the management offers them a competitive compensation and benefits (Seitel, 2006, pp. 1–2).

Employee satisfaction and organizational effectiveness

Additionally, if an organization takes care of its employees, the organization gains competitive advantage over its peers. Competitive organizations not only gain a larger market share but also realize growth faster than their competitors realize. Therefore, if an organization takes care of its employees by offering a healthy, and safety working environment, the employees are likely to work hard because there is a significant correlation between satisfied employees and organizational effectiveness. Organization must also have in place flexible rightsizing strategies because it is the only cost-effective alternative to layoff as it absolves the organization from costly court battles.

Employee engagement and organizational effectiveness

On the other hand, Aggarwal, Aggarwal, & Simskins, (2001, pp. 5–13), argues that all organization that have realized growth are known to engage its employees in decision-making. Employee recondition is a very important proactive in human resources management because when employee are engaged in decision making they realize that they are part of a caring organization hence they work hard to ensure that the decision and policies the they take part in making are successfully implemented. Additionally, companies with an organizational culture geared towards improving employee-management relationship are very effective. Strong and positive organizational culture lead to organizational effectiveness because the employees realize that their interpersonal relationship does not only lead to personal growth, but also career development (Pierce, Cameron, Banko, &, So, 2003, pp. 561–579).


While the goal of many organizations is to make profit, they also have to offer their employees better salary. However, employees are cost driver in organization as they increase the organizations expenses and lower its profits. For organization to pay their employees well as meet, their profit objectives they must have in place proper capital planning and execution strategies geared at ensuring that their employees are adequately remunerated and to motivate them. Therefore, the organization must take care of its employees by motive them so that they also work hard to drive organizational growth and revenue.


Aggarwal, Raj; Aggarwal, R. & Simskins, B.J. (2001). "Open-boon management – Optimizing human capital". Business Horizons 44(5): 5–13

Burrus,D., Burud,S., Klun,S., Lingle,K., Roundtree,L., Yost,C.W. (2009). "Flexible rightsizing as a cost-effective alternative to layoff: A cost/benefit analysis tool and guide for human resources, organizational and business leader". Allience for Work-Life Progress. pp. 1–9.

Pierce,W.D., Cameron,J., Banko,K.M., So,S. (2003). "Positive effects of rewards and performance standards on intrinsic motivation". The Psychology Record. pp. 561–579.

Seitel,S. (2006). "Work family: Trend report". The Work-Life Clearinghouse. pp. 1–2.


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