The antecedents and consequences of being envied by coworkers: An investigation from the victim perspective

Ye, Yijiao; Lyu, Yijing; Kwan, Ho Kwong; Chen, Xingwen; Cheng, Xuan-Mei

doi:10.1016/j.ijhm.2020.102751

Cited by 24 publications

(18 citation statements)

References 33 publications

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“…First, in one study, a cooperative as compared to a competitive context led to less feelings of being envied. In this study, according to our opinion, the measure of envy mapped more onto malicious than benign envy (Ye et al 2021). Second, another study relied on people from Spain as participants and compared them to people from the US (Rodriguez Mosquera, Parrott, and Hurtado de Mendoza 2010).…”

Section: Step 2: Cues To Envymentioning

confidence: 99%

How Envy and Being Envied Shape Social Hierarchies

Lange¹,

Crusius²

2021

Preprint

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When people interact with each other, they form social hierarchies. Being higher up in a hierarchy has numerous benefits. Consequently, when people believe that their rank is threatened, they should react strongly to address this threat. We propose that the emotion envy is such a reaction, regulating social hierarchies in two ways. First, persons’ socially-valued successes elicit envy in inferior persons. Second, inferior persons’ envy in turn elicits emotional reactions in successful persons. Envying and being envied thus occur in a dynamic relationship. We argue that the complexities of this dynamic can be unraveled by considering that (a) social hierarchies form in different ways, (b) emotions are multifaceted experiences whose facets are accentuated by relevant situations, and c) people may or may not overtly express these emotions. We review evidence for a broad framework that considers these points. According to this framework, persons can express their socially-valued successes with authentic or with hubristic pride. Authentic pride signals to others that the success is based on a prestige strategy. In response, inferior persons may perceive personal control to change their situation. This elicits benign envy, involving cognitions and motivations aimed at improving their position. If enviers express benign envy, envied persons are more likely to approach them. Hubristic pride instead signals that the success is based on a dominance strategy. In response, inferior persons may perceive superior persons’ advantages as undeserved. This elicits malicious envy, involving cognitions and motivations directed at harming the superior persons’ positions. If enviers express malicious envy, envied persons are more likely to avoid them. The framework integrates diverse empirical findings on the socially-functional value of envy in regulating social hierarchies and provides avenues for future research.

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Section: Step 2: Cues To Envymentioning

confidence: 99%

How Envy and Being Envied Shape Social Hierarchies

Lange¹,

Crusius²

2021

Preprint

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“…According to recent studies, it was observed that feelings of being envied lead to the contrary (Lee et al , 2018). Ye et al (2021) revealed that being envied by coworkers was negatively related to envied employees' organizational citizenship behaviors; Treadway et al (2019) showed that employees who more strongly feel envied exhibit lower job performance. Lee et al (2018) also indicate that being envied is negatively related to job performance, and the indirect effect of being envied on job performance through anxiety and work engagement was negative for the task, proactive and affiliative performance.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Does workplace envy always have detrimental consequences in organizations? A study of public and private sector employees

Şener

Karabay

Elçi

et al. 2021

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PurposeBased on the situational approach for envy, the purpose of this paper is to examine the effect of two-dimensional workplace envy (being envied and envying others) on the task and contextual performance of employees working in either private or public sector organizations.Design/methodology/approachThis study was conducted on survey data collected from 988 private sector employees and 530 employees from the public sector employed in Istanbul. Following a quantitative empirical design, structural equation modeling was used to test the hypotheses.FindingsThe study results revealed that envying-others dimension has a significant negative effect on both task performance and contextual performance. In addition, the findings indicate more envious feelings of private sector employees than public sector employees. For public sector employees, male participants were found to envy others more than females.Research limitations/implicationsIn addition to the contributions, this study has its limitations. First, although the study was carried out with a comprehensive sample, it is limited to the views of 1,518 employees in Istanbul and is a cross-sectional study. Also, employee performance is evaluated through self-reporting, which forms another limitation; it could have been more reliable for the supervisors to assess their subordinates' performance.Practical implicationsApart from scholars, our findings have implications for practitioners. Feelings such as envy that comes with a sense of competition can create an environment that stimulates people, motivates them to work, can make them productive and can also cause an ultimately destructive situation. This makes it critical to manage envy in the workplace. Though there may be facilitators behind it, one crucial factor that fuels envy in the workplace is the lack of fair human resources policies and systems. Still, human resources management is undeveloped in most public organizations. With effective human resources management, there may be some roadmaps for managers to dissolve conflicts arising from envy. First, it is imperative to have systems that will separate the employee from the others, which everyone will accept, strengthening the feelings of justice among employees. Envy often occurs following a social comparison. Management can implement an incentive system that supports employee collaboration and avoid nepotism. Especially in private organizations where the competition is more among employees, managers should give more attention to understand their subordinates' feelings. The managers' attention to expressing their feelings toward their subordinates could establish an equal distance within the workplace. In this sense, language selection is critical, and managers should be mindful of linguistic triggers. Managers should not avoid giving both positive and negative feedback to their employees. Unwarranted and unsystematic reward and/or punishment systems, made with the good intentions of increasing competition, can trigger envy. Finally, managers should implement an open-door policy and open communication that will encourage all team members to be transparent to each other.Originality/valueThe study was based on a rationale that envy has detrimental workplace outcomes that lead to low task and contextual performance. Although there exists a recent interest for examining the relation between workplace envy and employee performance, based on being envied and envying others dimensions, these studies are limited. This study focuses on these dimensions and performance relations, and it also provides a comparative outlook for public and private sector employees in Turkey in terms of workplace envy.

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“…Sciencedirect veri tabanında yukarıda belirtilen İngilizce anahtar kelimelerle yapılan taramada LÜD ile ilgili Tourism Management (Dhar, 2016), Journal of Hospitality and Tourism Management (Garg ve Dhar, 2014), International Journal of Hospitality Management (Luo, Song, Marnburg ve Øgaard, 2014;Kim, Lee ve Carlson, 2010) olmak üzere toplam dört araştırma yayınlandığı belirlenmiştir. Çalışma arkadaşı değişimi ile ilgili International Journal of Hospitality Management (Ma ve Qu, 2011;Ye, Lyu, Kwan, Chen ve Cheng, 2021) The Leadership Quarterly (Omilion-Hodges ve Baker, 2013) dergisinde üç araştırma; müşteri çalışan değişimi ile ilgili sadece International Journal of Hospitality Management dergisinde bir araştırmaya (Ma ve Qu, 2011) rastlanmıştır.…”

Section: Bulgularunclassified

Otel İşletmelerinde Ön Büro Çalışanlarının Değişim İlişkilerinin Teorik Olarak İncelenmesi

Akgündüz

2021

Güncel Turizm Araştırmaları Dergisi

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Otel işletmelerinde çalışanların performansları, müşterilerin işletmeye bağlılığını arttırabilmektedir. Aynı zamanda çalışanlar sadık müşterilerin kaybedilmesine de neden olabilmektedirler. Çalışanların örgüte yönelik tutumlarını etkileyen faktörler alanyazında uzun zamandır araştırılmaktadır. Çalışanlar örgüt içerisinde liderleriyle (yöneticileriyle) ve çalışma arkadaşlarıyla, örgüt dışında ise müşterilerle değişim ilişkisi içerisine girmektedirler. Liderleri ve çalışma arkadaşları ile girdikleri değişim ilişkileri çalışanların genel olarak örgütsel tutumlarını biçimlendirirken, müşterilerle girdikleri değişim ilişkileri müşterilerin hizmet kalite algılarını biçimlendirmektedir. Literatür taraması yoluyla gerçekleştirilen derleme niteliğindeki bu çalışmanın amacı, yöneticiler ile astlar arasındaki, çalışma arkadaşlarının birbirleriyle olan ve müşterilerle işgörenler arasındaki değişim ilişkilerini teorik olarak incelemektir. Çalışma kapsamında lider-üye değişimi, müşteri-çalışan değişimi ve çalışma arkadaşı değişimi anahtar sözcükleri Dergipark ve Science Direct veri tabanlarında taranmıştır. Bu araştırmada çalışanların lider ve çalışma arkadaşları ile ilişkilerinde denge arayışı içerisinde oldukları kabul edilmekte ve bu ilişkiler Denge Teorisi kapsamında; çalışanların örgütsel değişim ilişkileri Sosyal Değişim Teorisine dayandırılarak; çalışanların örgüt içi etkileşimlerinin müşterilere aktarımı ise Hizmet Kar Zinciri Teorisine dayandırılarak açıklanmaktadır.

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The antecedents and consequences of being envied by coworkers: An investigation from the victim perspective

Cited by 24 publications

References 33 publications

How Envy and Being Envied Shape Social Hierarchies

How Envy and Being Envied Shape Social Hierarchies

Does workplace envy always have detrimental consequences in organizations? A study of public and private sector employees

Otel İşletmelerinde Ön Büro Çalışanlarının Değişim İlişkilerinin Teorik Olarak İncelenmesi

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