Abstract
ABSTRACTPeer recognition systems (PRS) have gained popularity in recent years as a means for organizations to promote employee helping behavior. However, there are theoretical reasons to believe that peer information that is publicly disclosed in PRS may reduce subsequent helping behavior, and I use an experiment to test my theory. Specifically, I examine a three‐employee setting where an employee (the worker) receives no recognition for helping a coworker (the recognizer) but another coworker (the helper) does. I predict and find that the worker's willingness to subsequently help the recognizer/helper is lower when the worker perceives that the worker's initial help exceeds (vs. subceeds) the helper's. I also find that the worker's perception of fairness mediates the process, and the worker's willingness to help the recognizer has a spillover effect on the worker's willingness to help the helper. My study provides the first empirical evidence of the negative impact that PRS have on helping behavior.
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