Human groups maintain a high level of sociality despite a low level of relatedness among group members. The behavioral basis of this sociality remains in doubt. This paper reviews the evidence for an empirically identifiable form of prosocial behavior in humans, which we call "strong...

A number of outstanding puzzles in economics may be resolved by recognizing that where members of a group benefit from mutual adherence to a social norm, agents may obey the norm and punish its violators, even when this behavior cannot be motivated by self-regarding, outcome-oriented...

This chapter defines various social distances as the degree of reciprocity that people believe is inherent within a social interaction. The greater the social distance, or isolation, between a person and others, the weaker is the scope for reciprocal relations. This chapter conjecture that the...

This chapter summarizes main findings of five experimental studies. These studies were primarily designed to test the fair wageeffort hypothesis in the context of competitive experimental markets. The fair wageeffort hypothesis stipulates that wage increases raise workers' effort levels. Facing...

This chapter reports the results of experiments that were designed to test the effectiveness of reciprocity as a contract enforcement device. It turns out that reciprocity generates a significant increase in effort levels relative to the prediction based on selfish preferences. Moreover, it...

Empirically, compensation systems generate substantial effort despite weak monetary incentives. We consider reciprocal motivations as a source of incentives. We solve for the optimal contract in the basic principal-agent problem and show that reciprocal motivations and explicit performance-based...

We develop a model of manager-employee relationships where employees care more for their manager when they are more convinced that their manager cares for them. Managers can signal their altruistic feelings towards their employees in two ways: by offering a generous wage and by giving attention....