Envy can be a damaging emotion at the workplace, especially when it goes undetected, and certain level of emotional distress may be a normal byproduct of organizational life. Regardless of this, the managers need to understand the dynamics of emotional aspect to manage the employees effectively and to prevent undesired outcomes.
In our study we found envy to be positively associated with propensity to quit, through distress and job satisfaction. Additionally we also found envy to have an indirect effect on propensity to quit via job satisfaction. However this effect did not prove to be stronger. As hypothesized the results revealed envy to have significant direct association with distress and job satisfaction.
Due to the negative effect of envy, we included a new output variable, antisocial behavior to the model suggested by Vecchio (1995) with the expectation to find a significant relationship. Unfortunately, our result did not support our expectation. However, we hope our research and analysis arouse greater attention to workplace envy in the research literature and inspires researchers to study workplace envy at multiple levels (individual, group and organizational), both from the perspective of the envier and the envied, and through the sight of different constituencies such as subordinates, supervisors and executives.
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Attachments Appendix 1 – Questionnaire
Nedenfor er en liste over følelser du kan ha hatt på jobb. Angi hvor ofte du har følt det på denne måten i løpet av det siste året.
!!
Distress
9. Jeg følte
Quit
Utsagn: 1
Helt uenig
2 3 4 5 6 7
Helt enig 1. Så snart jeg
kan finne en bedre jobb, kommer jeg til å forlate min nåværende jobb.
2.Jeg søker aktivt etter ny jobb i en annen
organisasjon.
3.Jeg tenker alvorlig på å slutte i jobben min.
4. Jeg tror jeg kommer til arbeide i dette firmaet om fem år.
5. Jeg tenker ofte på å slutte i jobben min
Nedenfor er en liste over hendelser som kan ha oppstått på jobb. Angi hvor ofte du har opplevd dette i løpet av
Antisocial behavior
8. Startet en krangel med noen på jobben.
9. Sagt
uforskammede ting om min leder eller organisasjon
Appendix 2 - Preliminary Master Thesis Report
Preliminary Master Thesis Report
- Envy and its relation to affective and behavioral responses at the
workplace-
Supervisor:
Geir Thompson
Hand-in date:
15.01.2016
Campus:
BI Oslo
Exam code and name:
GRA 1902 – Preliminary thesis report
Program:
Master of science in Leadership and Organizational Psychology
Table of Content
Summary ... i
1.0 Introduction ... 1
2.0 Research Question ... 4
3.0 Constructs and hypothesis ... 5
4.0 Research model ... 11
5.0 Method ... 11
5.1 Participants ... 11
5.2 Procedure ... 12
5.3 Translation and pilot test ... 12
5.4 Measures ... 12
6.0 Further direction and plan ... 13
References ... 14
Page i Summary
This study is based on Vecchio´s theory of envy and aims to get a broader understanding of how the concept is connected to employee´s intent to leave the organization. In the first part of this paper, related empirical evidence and
theoretical background is being discussed. In the second part our hypotheses will be presented followed by methodological issues including a description of
participants, data collection procedures and measures for each variable. In the end our future plan for the process is presented.
Page 1 1.0 Introduction
Most people experience envy from time to time, however it is unusual for a person to admit feeling envious, as well as admit how this envious feeling influences his or her behavior. Expressing and admitting envy is often viewed as shameful, hence the feeling of envy may go undetected. Envy has a powerful influence on behavior and can negatively affect the individual's performance level, satisfaction level and in some cases, lead to more severe outcomes, in worst case, murder (Vecchio, 1995; Smith & Kim, 2007). An example of this is in Othello by Shakespeare where one character murders the other due to envy, misunderstandings and suspicions (Vecchio, 1995). The concept of workplace envy has received increased attention in psychological research, and this increased attention may be a result of most organizations wanting to create and foster competitive environments in which coworkers are often differentially rewarded (Duffy, Shaw & Schaubroeck, 2008; Menon & Thompson, 2010; Veiga, Baldridge, Markóczy, 2014).
In an effort to become more efficient and profitable, many organizations systematically reduce their staff. However, this approach does not always achieve the desired result of increased productivity and long-term profits. The remaining employees after such downsizing often fear losing their job in the future and tend to be suspicious of personnel-related decision making within the organization (Dogan & Vecchio, 2001). In addition, employees feel threatened by the management and their coworkers because of the question of who may be the next to go. This threat can easily generate competitive behavior among employees. At some point, these negative feelings will influence the quality of work because the feelings will cause stress and undermine the ability to work collaboratively.
Furthermore, when an employee becomes extremely distressed and feels there is no constructive response, he or she may react by requesting a transfer or quitting the organization (Dogan & Vecchio, 2001). According to Dogan & Vecchio (2001) envy stem from a sense of insecurity since they are reactions to a perceived threat. In today's business climate, there are numerous influences that contribute to an uncertain work-environment. Many organizations undergo actions to remain competitive, which in some can cases can foster employee envy (Dogan &
Vecchio, 2001). Vecchio (2005) also demonstrate that competition among
co-Page 2
workers increases the likelihood of experiencing envy as a consequence of competitive outcomes, which in turn promote increased social comparison (cited in Thompson, Glasø & Martinsen, 2015b).
People often evaluate themselves and others from social comparisons.
Envy along with shame, guilt, contempt, pride amongst other emotions and feelings, emerges as a person develops elementary understanding of a sense of self and others (Vecchio, 2007) and to experience envy, a sense of others is necessary to compare. Work events such as promotions, pay increases, bonuses, recognitions, allocation of office space or simply praise from the manager makes the workplace a fertile ground for envious feelings and spontaneous social comparisons (Schaubroeck & Lam, 2004; Vecchio, 2005). Managers are often unaware of the unintended consequences of their actions in triggering envy when comparing individuals to identify and reward superior performance (Veiga et al., 2014). According to Fisher, Kastenmüller, Frey and Peus (2009), envy reduces the envier´s willingness to share high quality work knowledge with the person envied, which increases the attempts to undermine them (Duffy, Ganster & Pagon, 2002;
Veiga et al., 2014). Given the tendencies of most organizations to create and foster competitive environments in which coworkers are often differentially rewarded, it is not surprisingly that workplace envy is unexceptional. Moreover, envy has been found to have profound effects on the people experiencing it as well as the people who are targets of it (Vecchio, 2005). Thereby, one may argue that envy in itself has a strong influence on people's behavior in general.
The experience of envy has been conceptualized in three different ways.
Firstly envy is conceptualized as situational, which focus on the general envy of others in an environment, for example work environment, that includes multiple comparators (Duffy, Scott, Shaw, Tepper & Aquino, 2012), secondly as dispositional, which focus on the general tendency to feel envious of others (Smith & Kim, 2007) and lastly as specific and episodic, which involves a specific individual as a referent (Cohen-Charash, 2009). In this study, we focus on the first conceptualization, where individuals make unpleasant comparisons with others. Further on, Vecchio (2005) conceptualize envy in two ways; envy towards others and being envied by others. The present paper focuses on envy toward others, by scrutinizing employees’ own comparison with their colleagues. When
Page 3
feeling envy toward others, one may in some cases experience ill will towards the other person in addition to just wanting what he or she has (Cohen-Charash, 2009).
Recent research explores how aspects of the workplace, such as reward systems (Vecchio, 2000; 2005) and managerial style (Vecchio, 1995; 2005), may trigger envy among co-workers, however, there is also an increased interests to explore how envy affects organizational outcomes, such as performance and propensity to quit (Schaubroeck & Lam, 2004; Vecchio, 2007). Vecchio (1995) argue that most research on envy is based on a familiar and romantic context, hence cannot be easily transformed into work/organizational setting, due to the environmental context.
This paper wishes to use the model proposed by Vecchio (1995) as a framework for our study. The model addresses the variables that influence envy.
Firstly, Employee Attributes, which includes factors such as gender, in-group status, external locus, work ethic and self-monitoring. Secondly, Work Unit
Firstly, Employee Attributes, which includes factors such as gender, in-group status, external locus, work ethic and self-monitoring. Secondly, Work Unit