Abstract
Building upon equity, expectancy-disconfirmation, and social exchange theories, this research broadens the tipping literature by examining employees’ psychological and behavioral responses when receiving tips that differ in size from expectations, and how managers’ support influences perceptions. Using a 2 (actual-expected tipping discrepancy: higher vs. lower-than-expected tip size) x 2 (manager delivered social praise: presence vs. absence) between-subjects experimental design, the study finds that employees receive higher-than-expected tip size (vs. lower-than-expected tip size) have a higher level of social dignity, which promotes employees’ organizational citizenship behavior (OCB). The results also support an interaction effect of manager delivered social praise and tipping discrepancy on employees’ social dignity. The results provide important theoretical and managerial implications to the tipping, social dignity, OCB, incivility, and social praise literature.
•Employees who receive higher than expected tip size have a greater level of social dignity.•Employees’ dignity and OCB-C intention increase when they receive higher than expected tip size.•There is an interaction effect of manager delivered social praise and tipping discrepancy on employees’ social dignity.