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.

本研究以公平、预期失实和社会交换理论为基础，通过检查员工收到与预期不同的小费时的心理和行为反应，以及管理者的支持如何影响感知，拓宽了小费文献。使用 2（实际预期的小费差异：高于与低于预期的小费）x 2（经理提供的社会表扬：存在与缺席）之间的受试者实验设计，该研究发现员工收到高于 -预期小费规模（相对于低于预期的小费规模）具有更高的社会尊严，这促进了员工的组织公民行为（OCB）。结果还支持经理提供的社会赞誉和小费差异对员工社会尊严的交互作用。