harm to people who have given them benefits; people are morally constrained to demonstrate gratitude towards or maintain peace with their benefactors. As such, outstanding obligations can thus contribute to the stabilising of social systems by encouraging mutually beneficial exchange and cooperative behaviours. The only "rough equivalence" of repayment aforementioned then suggests an important system-stabilising function. It introduces an element of ambiguity as to whether the indebtedness has been repaid fully, thus creating uncertainty on who the indebted parties are. The comparative indeterminancy then serves as a type of all-purpose moral cement; it keeps us mindful of our behaviours and induces cooperative action. The norm of reciprocity also contributes to social stability even when there is a well-developed system of specific status duties; status duties shape behavior as the status occupant believe them binding in their own right; they are expected to faithfully fulfill their responsibilities. Nonetheless, the general norm of reciprocity offers another source of motivation and moral sanction for conforming with specific status obligations; if other people have been fulfilling their status responsibilities to you, you then have a second-order obligation to fulfill your status responsibilities to them as well. The feeling of gratitude reinforces that of rectitude and contributes to conformity, thus social stability. In organizational research Perceived organizational support (POS) and perceived psychological contract violation (PPCV) are the two most common measures of the reciprocity norm in organizational research. POS is the degree to which employees’ believe that their organization values their contributions and cares about their well-being. POS is generally thought to be the organization’s contribution to a positive reciprocity dynamic with employees, as employees tend to perform better to pay back POS. PPCV is a construct that regards employees’ feelings of disappointment (ranging from minor frustration to betrayal) arising from their belief that their organization has broken its work-related promises, is generally thought to be the organization’s contribution to a negative reciprocity dynamic, as employees tend to perform more poorly to pay back PPCV. David R. Hekman and colleagues found that professional employees, such as doctors and lawyers, are most likely to repay POS with better performance when they have high levels of organizational identification combined with low levels of professional identification. Professional employees are most forgiving of PPCV when they have high levels of organizational identification combined with low levels of professional identification. The norms of reciprocity in interactions among employees underlie Adam