Social comparison processes in organizations

Workplace Bullying, Hardiness, and Occupational Identity Among Nursing Students: Mediation of Academic Burnout

BACKGROUND

Quality clinical environments are crucial in bridging the gap between theoretical knowledge and practical skills. This study explored the mediating role of academic burnout in relation to workplace bullying experience, stress hardiness, and occupational identity among nursing students during clinical practice.

METHOD

In this cross-sectional study, an online questionnaire was administered to fourth-year nursing students from four universities. Data were collected in March 2023 and analyzed using descriptive statistics, independent t test, one-way analysis of variance, Pearson's correlation coefficient, and PROCESS Macro Model 4.

RESULTS

In the final sample (N = 202), the correlates of occupational identity were stress hardiness and academic burnout; workplace bullying was not statistically significant. Academic burnout completely and partially mediated the relationship between workplace bullying and occupational identity and between stress hardiness and occupational identity, respectively.

CONCLUSION

To strengthen nursing students' occupational identity, active attention and management are required to prevent academic burnout and improve stress hardiness. [J Nurs Educ. 2024;63(9):604-612.].

Integrating worthiness with leader identity development for college students

While leader identity development (LID) and meaning making are interwoven and essential for student development, little research has explicitly explored their intersection. In this article, we briefly summarize the work of two research projects that explored the intersection of LID and meaning making, including a review of the findings that "worthiness" is a central component of the LID process among college students. Next, we propose an Input-Process-Worthiness-Outcome model for LID that highlights the centrality of worthiness, conceptualizing inputs as developmental experiences; processes as meaning making, and outcomes as personal development. Finally, we close with a review of the scholarship behind the concept of worthiness and point out future research directions that require exploration regarding worthiness in LID, particularly among college students.

How does proactive personality affect employee creativity and ostracism? The mediating role of envy

When working alongside proactive colleagues, do you elevate yourself through benign envy or resort to malicious envy? To address this intriguing question, we constructed a model based on social comparison theory to measure the double-edged sword effects of proactive personality on employee outcomes. We hypothesized that proactive employees would induce two distinct tendencies in their peers-workplace ostracism and employee creativity-due to peer envy. The study analyzed 389 valid responses from full-time employees in Chinese organizations using structural equation modeling. Results indicate that proactive personality positively influences benign envy among peers, which in turn positively affects employee creativity. Moreover, benign envy mediates the relationship between proactive personality and employee creativity. On the other hand, proactive personality positively influences malicious envy among peers, which in turn positively affects workplace ostracism. Additionally, malicious envy mediates the relationship between proactive personality and workplace ostracism. This study intertwines personality, emotions, and workplace outcomes, thereby advancing the existing literature on social comparison theory. Additionally, it furnishes valuable insights for organizational human resource management, particularly in the realms of employee recruitment and workplace relationship management.

Risks of passive use of social network sites in youth athletes: a moderated mediation analysis

Background

With the popularity of social media platforms, the use of social networks challenges the well-being and mental health of athletes.

Motivation

Despite ongoing scholarly discussions about the effects of passive use of social network sites, few studies have examined the relationship between the passive use of social network sites and mental health in young athletes from a social comparison perspective.

Hypothesis

To address this research gap, we draw on the social comparison and developmental systems theories to explore the mediating effect of upward social comparison on passive social network site use and mental health, as well as the moderating effects of positive psychological capital.

Methods

We analyzed data about 350 young athletes from professional Chinese sports universities.

Results

As predicted, passive use of social network sites by young athletes increased anxiety (β = 0.26, p < 0.001) and decreased subjective well-being (β = -0.35, p < 0.001). Upward social comparisons had positive (β = 0.22, p < 0.001) and negative (β = -0.34, p < 0.001) mediating effects in passive social network site use and anxiety/subjective well-being. Positive psychological capital played a moderating effect between upward social comparison and anxiety (β = -0.28, p < 0.001), and subjective well-being (β = 0.24, p < 0.001); the moderated mediation effect was also supported.

Conclusion

Our study informs the current research by highlighting the importance of upward social comparison as a critical mechanism and positive psychological capital as a boundary condition. We suggest actively maintaining and enhancing positive psychological capital to mitigate the adverse effects of upward social comparison.

"Comparisons are Odious"? - Exploring the Dual Effect of Upward Social Comparison on Workplace Coping Behaviors of Temporary Agency Workers

Temporary agency workers are becoming increasingly critical as a supplementary workforce within enterprises, inevitably leading upward social comparisons with permanent employees. However, existing research pays little attention to this phenomenon, which cannot provide theoretical guidance for the management of temporary agency workers. To fill this gap, our study utilizes the cognitive appraisal theory of emotion to construct a dual-path moderated mediation model, examining how upward social comparison is associated with positive and negative behaviors through two distinct forms of envy. Through the questionnaire survey, data is collected from 882 temporary agency workers in a Chinese temporary staffing firm. The results reveal that upward social comparison is associated with both benign and malicious envy, which in turn respectively relate to informal workplace learning and social undermining behavior. Additionally, psychological availability moderates the relationship between upward social comparison and envy, such that when psychological availability is higher (vs lower), the positive effect of upward social comparison on benign envy is stronger and the positive effect of upward social comparison on malicious envy is weaker. Moreover, psychological availability further moderates the indirect effect of upward social comparison on employee behavior. When psychological availability is higher (vs lower), the positive indirect effect of upward social comparison on informal workplace learning via benign envy is stronger, whereas the positive indirect effect of upward social comparison on social undermining via malicious envy is weaker. Our study enriches the theoretical research perspective of upward social comparison and provides insights for managing temporary agency workers. Our study is the first to explore the dual behavioral choices of upward social comparison of temporary agency workers and apply the cognitive appraisal theory of emotion to social comparison. The results indicate that organizations can improve the psychological availability of temporary agency workers to stimulate learning behavior and reduce social undermining behavior to achieve a win-win situation between temporary agency workers and organizations.

The Influence of Workplace Envy on Employees' Knowledge-Hiding Behavior Based on a Comparative Analysis between Generation Cohorts

How to promote the free flow of knowledge among employees is the core factor used to improve the innovation ability and even competitive advantage of an organization. Research on how to reduce knowledge-hiding behavior and promote knowledge sharing among employees becomes the key to enhancing the technological innovation capability of enterprises and effectively responding to the VUCA environment at present. Based on social comparison theory and regulatory focus theory, this study uses 402 enterprise employees as samples to deeply study the influence mechanism of workplace envy on their knowledge-hiding behavior and compare the differences between new-generation employees and non-new-generation employees. The research results show that: (1) employee's benign envy has a significant negative effect on knowledge-hiding behavior, while malicious envy has a significant positive effect on knowledge-hiding behavior. (2) Promotion regulatory focus plays a partly mediating effect between benign envy and employee knowledge-hiding behavior, while prevention regulatory focus also plays a partly mediating effect between malicious envy and employee knowledge-hiding behavior. (3) Generation not only has a positive moderating effect on the relationship between benign envy and promotion regulatory focus but also has a positive moderating effect on the relationship between malicious envy and prevention regulatory focus. This study further found that the younger the employee generation cohort, the more substantial the effect of benign envy on the promotion regulatory focus, while the older the employee generation cohort, the more substantial the effect of malicious envy on the prevention regulatory focus.

Towards Examining the Link Between Green HRM Practices and Employee Green in-Role Behavior: Spiritual Leadership as a Moderator

Purpose

Grounding on the supplies-values fit theory, this study examines the effect of green HRM practices on an employee's in-role green behavior after the Covid-19 pandemic. Moreover, this study examined the mediating role of psychological green climate between green HRM practices and in-role green behaviour. In addition, we studied that spiritual leadership as a buffering mechanism strengthens the relation between psychological green climate and employee in-role behavior.

Methods

The paths were examined using hierarchical multiple regression and for moderation mediation, we used PROCESS Hayes (2003) to evaluate the data collected from 374 Chinese MNCs employees.

Results

The findings indicate that green HRM practices have a positive effect on employees' in-role green behaviour. In addition, psychological green climate mediates the relation between green HRM practices and employee in-role green behavior. Spiritual leadership influences the strength of the moderated mediated path between green HRM practices and employee in-role green behavior (through a psychological green environment).

Discussion

The most apparent manifestation of green HRM practices is the integration of environmental concerns into traditional HRM processes after Covid-19 pandemic, including hiring, training, evaluating performance, and distributing pay and benefits. These green-focused management initiatives are more likely to result in employees acting greenly.

A within-person examination of the effect of mentors' daily ostracism on protégés' displaced aggression and in-role performance

Purpose

Drawing on social information processing theory and social comparison theory, we test how mentors' daily ostracism triggers protégés' envy, thus leading to decreased in-role performance and increased displaced aggression.

Design/methodology/approach

Using an experience sampling study across three work weeks, the study provided theoretical and empirical examinations of dynamic, within-person processes related to mentors' ostracism.

Findings

Mentors' daily ostracism triggers protégés' envy, which mediates the effect of mentors' daily ostracism on protégés' displaced aggression and in-role performance. Our findings supported our hypothesis of the buffering effect of mentorship quality on the negative effect of mentors' ostracism on protégés' envy but did not show a significant moderating effect on the mediating effect of protégés' emotions between mentors' daily ostracism and protégés' behaviors.

Research limitations/implications

Our study focused on the victims of mentors' ostracism on a daily basis. We constructed an overarching theoretical model to investigate how, why, and when mentors' daily ostracism leads to protégés' emotional and behavioral variability.

Practical implications

The study provided how to cope with ostracism and envy.

Originality/value

We discuss the theoretical implications of our findings for research on mentors' ostracism, protégés' emotions, and protégés' behaviors.

Development and validation of the Work Envy Appraisal Scale (WEAS) for Spanish workers

Envy is an important emotion that affects workers' behavior and performance. Instruments to measure envy are available, but new scales are needed for the analysis of work envy that include appraisals of challenge (benign envy) and threat (malicious envy). Based on Lazarus and Folkman's theory, the objective of this study is to develop and validate the Work Envy Appraisal Scale (WEAS) for Spanish workers. It had been carried out in two studies; in the first study, the scale was constructed and its dimensions were analyzed with a sample of 100 Spanish workers (sample 1). In the second study, the scale was validated and its psychometric properties were analyzed (sample 2, N = 219; sample 3, N = 532). The results of exploratory, confirmatory, and multigroup factor analysis showed good indices of fit for the two-factor structure. Moreover, the results showed adequate convergent and discriminant validity. Furthermore, our findings indicated that the scale is a reliable and valid instrument for measuring envy at work. This way of measuring envy at work (discerning its challenge and threat appraisal) makes it possible to find answers to some recurrent research questions (e.g. social desirability issues, the confusion of envy with other topics, etc.) and can facilitate reliable research on envy at work.

How perceived overqualification influences knowledge hiding from the relational perspective: the moderating role of perceived overqualification differentiation

Purpose

Previous studies have examined the emotional mechanism between perceived overqualification and knowledge hiding. Based on a relational perspective, this study aims to draw on social comparison theory to reveal the cognitive mechanism of perceived overqualification on knowledge hiding, along with the mediating effect of relational identification. This research conceptualizes perceived overqualification differentiation and reveals the moderating effect of perceived overqualification differentiation on strengthening the link between perceived overqualification and knowledge hiding.

Design/methodology/approach

This paper conducts two times lagged research, addresses a sample of 216 employees nested in 47 groups from technology or R&D industries and uses structural equation modeling to test an original model.

Findings

The results show that perceived overqualification positively affects knowledge hiding; relational identification mediates this relationship; perceived overqualification differentiation moderates the effect of perceived overqualification on relational identification as well the indirect effect of perceived overqualification on knowledge hiding via relational identification.

Originality/value

This paper shows the cognitive mechanism of perceived overqualification on knowledge hiding. Moreover, this study also extends current perceived overqualification literature from a single individual level/a dyad level to a complex team level by conceptualizing the perceived overqualification differentiation. The research findings are helpful to guide team talent management and knowledge management in business management practice.

Uncovering Missing Voices: Invisible Aspects of Idiosyncratic Deals (I-Deals)

To provide context for this special issue’s eight articles, we review the lenses adopted in i-deals research and its findings and then address under-studied aspects of i-deals. Part of the societal trend toward customization of employment arrangements, the i-deals workers negotiate for themselves are the subject of a growing body of research. We observe that i-deals research investigates both antecedents and consequences of i-deals at levels from the individual and dyad to team and organization. Numerous theories have been applied to explain i-deal phenomena beginning with social exchange theory in its initial research to social comparison and diverse theories regarding human needs and values. Employers are known to use i-deals to attract, motivate, and retain workers, while employees pursue i-deals to better their work lives and career opportunities. Although the positive effects of i-deals for organizations and i-dealers alike are well-documented, potential negative effects are under-studied. Moreover, white collar workers in developed countries are the recurrent focus in i-deals research to the neglect of other occupations and societies. In this article and special issue, we seek insights regarding understudied aspects of i-deals to deepen investigation into their myriad manifestations and effects.

The Effect of Observational Learning on Self-Efficacy by Sport Competition Condition, Performance Level of Team Members, and Whether You Win or Lose

This study examined the effect of athletes' competition conditions, personal performance level, and attributions toward winning or losing on the relationship between observational learning (OL) and self-efficacy (SE) based on social cognitive theory and social comparison theory. Study 1 verified the validity and reliability of the Korean versions of the Functions of Observational Learning Questionnaire (FOLQ) and the SE Questionnaire. Study 2 investigated differences in the degree to which OL predicts SE in different pressure conditions and personal performance levels. The results showed that OL increased SE in high-performing athletes in high-pressure games and better predicted SE in low-performing athletes in low-pressure games. Study 3 tested the double-mediating effects of effect and OL on the effect of attributions about winning or losing on SE. The results showed that a stronger perception that the cause of winning was internal was associated with increased pride, OL, and SE.

Relative team-member exchange, affective organizational commitment and innovative behavior: The moderating role of team-member exchange differentiation

Based upon social comparison theory, a multilevel moderated-mediation theoretical model was built up to explore the influence mechanism of relative team-member exchange (RTMX) on innovative behavior. We tested the proposed hypotheses using a sample of 260 individual members within 51 teams in a two-wave survey study. Controlling for team-member exchange (TMX), results showed that RTMX was positively related to innovative behavior, and the relationship above was mediated by affective organizational commitment. Moreover, team-level TMX differentiation played a moderating role in the mediated relationship between RTMX and innovative behavior through affective organizational commitment. This study also emphasizes the significance of conceptualizing TMX as concurrently implementing at multiple levels.

You Have Received More Help than I Did and I Envy You: A Social Comparison Perspective on Receiving Help in the Team

In the current research, we developed and tested a model of how and when upward social comparison of received help influenced an employee’s interpersonal citizenship behavior. Based on social comparison theory, we posited that upward social comparison of received help triggered an employee’s feelings of envy, which in turn had a negative relationship with interpersonal citizenship behavior (ICB). Further, we argued that the effects of upward social comparison of received help on envy differed in the employee’s social comparison orientation. Using data collected in three waves from 411 employees in China, we found that upward social comparison of received help was positively associated with the employee’s feelings of envy while controlling for overall receiving help, which further negatively affected interpersonal citizenship behavior. Moreover, the relationship between the upward social comparison of received help and the employee’s feelings of envy was stronger when employees had high levels of social comparison orientation and further strengthened the indirect relationship between the upward social comparison of received help and the employee’s ICB via envy. Overall, these findings have the potential to extend our knowledge of the adverse effects of receiving help in a team by introducing a social comparison perspective.

Differences in I-Deals Within Groups: A Multilevel Approach

Idiosyncratic deals (i-deals) are customized work arrangements that employees negotiate with their employer. Despite the burgeoning growth, i-deals research is primarily focused on the benefits to the recipients without sufficiently considering how differences in i-deals across group members can have implications at the group and individual levels. To better guide the nascent literature, we (a) conceptualize content, quantity, and magnitude as the three key bases upon which i-deals can differ; (b) explain why content of i-deals can reflect social or economic exchange; and (c) define relative i-deals, that is, how individual group members’ i-deals compare to coworkers, and group i-deals differentiation, that is, the degree of variability in team member i-deals, in actual and perceptual terms. In our multilevel theory development of differences in i-deals, we offer propositions on (a) effects of perceived relative i-deals on outcomes at the individual level, (b) effects of actual and perceived group i-deals differentiation on outcomes at the group level, and (c) perceived group i-deals differentiation as a moderator of the effects of perceived relative i-deals at the individual level. Lastly, we conclude with managerial implications and future directions for research.

When and why does status threat at work bring out the best and the worst in us? A temporal social comparison theory

This paper seeks to explain when and why people respond to status threat at work with behaviors oriented toward either self-improvement or interpersonal harming. To that end, we extend the established static social comparison perspective on status threat. Specifically, we introduce the notion of temporal proximity of status threat, which is informed by five temporal social comparison markers. We argue that people construe distal future status gaps as a challenge (and thus show self-improvement-oriented responses), but construe a more proximal status gap as a threat (and thus engage in negative interpersonal behaviors). Further, we introduce three factors of uncertainty that may render the underlying temporal comparison less reliable, and thereby less useful for guiding one's response. Overall, our temporal social comparison theory integrates and extends current theorizing on status threat in organizations by fully acknowledging the dynamic nature of social comparisons. Plain Language Summary Employees often compare themselves to others to evaluate their status. If they perceive that their status is at threat or risk losing status, they engage in behaviors to prevent status loss. These behaviors can be positive, aimed at improving one's position or they can be negative, aimed at harming others. This paper develops a theoretical framework to examine when employees engage in more challenge- vs. threat-oriented behaviors. We argue that an important question how employees react to status threat is its temporal proximity—will an employee's status be threatened in the near versus distal future? We propose that the more distal (vs. proximate) the status threat is, the more employees gravitate towards challenge- and less threat-oriented behaviors. But how do employees know when a status threat occurs in the future? We argue that employees will compare their past status trajectories to co-workers’ status trajectories to mentally extrapolate the temporal proximity of such a threat. More specifically, we propose five characteristics (temporal markers) of social comparison trajectories that inform employees about the temporal proximity: their relative current position, the relative velocity and acceleration of their status trajectory, their relative mean status level, and their relative minimum and maximum status. Moreover, we suggest that employees’ conclusions from these markers are weakened by uncertainty in the “data stream” of social comparison information over time, that is, the length of the time span available, the amount of interruptions in this data stream, and the number of fluctuations in their own and others’ status trajectories.

Perception of Justice and Employees' Brand-Based Equity in the Service Sector: Evidence From Education Industry

This study aims to investigate the impact of justice perception of the employees on three dimensions of employee-based brand equity (EBBE) under the mediating role of psychological contract fulfillment. For this purpose, data have been collected from the employees of the education industry under the convenience sampling technique. In this regard, a survey method was used, and questionnaires were distributed among 420 respondents, out of which 310 questionnaires were received back, and after discarding 32 partially filled questionnaires, useable responses were left (279 observations). Data have been analyzed through structural equation modeling, and the partial least square (PLS)-SEM approach has been used in this regard through the Smart PLS software. Measurement and structural models were assessed, and all the indicators of reliability and validity have been found to be fit. Path estimation indicates that perception of justice promotes brand endorsement and brand allegiance, while the relationship of perception of justice and brand-consistent behavior has not been found statistically significant. Moreover, it has also been found that perception of justice ensures employees that their psychological contract has been met. In addition, psychological contract fulfillment has found a mediating mechanism between the perception of justice and the three dimensions of EBBE.

What Does Your I-deal Say About Me? A Social Comparison Examination of Coworker Reactions to Flexibility I-deals

We focus on the implications of flexibility i-deals, that is, individually negotiated employment conditions regarding when, where and/or how to work, for i-dealers’ coworkers. Drawing on social comparison theory, we examine how coworkers’ attributions regarding the basis for flexibility i-deals (i.e., needs or performance) and perceptions of procedural fairness concerning the allocation of flexibility i-deals predict the display of organizational citizenship behavior (OCB) via feelings of competence. The results, based on two independent and complementary studies ( n 1 =260; n 2=211), are consistent with our hypothesized moderated-mediation model. Whereas need attributions are positively related to competence feelings and subsequent OCB, performance attributions are negatively related to these variables. The effects are more pronounced at high than at low levels of procedural fairness. This suggests that fair procedures do not always benefit coworker reactions as they can enlarge the negative impact of performance attributions on feelings of competence and subsequent OCB. Furthermore, we provide evidence for the explanatory mechanisms by revealing that the attribution (needs vs. performance) drives opposing social comparisons (downward vs. upward, respectively) and that procedural fairness can increase coworkers’ felt personal accountability for these comparisons, thereby triggering a matching emotional response. Our results show that flexibility i-deals can have a bright side, but also a dark side, depending upon the basis and fairness of the allocation. As such, they enrich the academic conversation about the effectiveness of flexibility i-deals and guide practitioners.

My LMX standing with my leader as compared to my coworkers: conditional indirect effect of LMX social comparison

Purpose

The paper examines the effect of relative leader-member exchange (LMX) on follower's in-role performance, citizenship behaviour and cynicism via relational identification. Moreover, LMXSC (LMXSC) moderates the direct and mediating relationship.

Design/methodology/approach

Based on multi-level (individual and group level) model, dyadic data were collected from 298 employees working under 47 group managers in the banking sector in Pakistan.

Findings

The multi-level moderated mediation model tested in Mplus and HLM software showed the full support for direct, mediating and moderating hypothesized relationships; however, the moderated mediation hypothesis was partially supported. It reveals that relative LMX standing of followers predicted in-role performance, organizational citizenship behaviour at an individual level (OCB-individual) and cynicism. Relational identification with the leader mediated the relationship. Moreover, at high LMXSC, the relationship between relative LMX and relational identification and consequently the outcomes were stronger.

Originality/value

LMX has widely been studied at dyadic level, despite the suggested high and low LMX quality relationships that exist in a workgroup. This study not only investigates the role of relative LMX on employee performance through relational identification but also reports that subjective evaluation of LMXSC plays a major role in promoting employee performance.

The Effect of Leader-Member Exchange on Voice

The new digital age introduces new challenges and opportunities for leaders to engage their followers in voice behavior. Drawing on the conservation of resources theory, the objective of this paper is to examine the mediating role of employee engagement and the moderating role of the degree of digital communication by conducting two independent studies comprised of 116 and 188 employees. Results indicated that the positive effect of LMX on voice was mediated by employee engagement. Analyzing the moderation effects of the degree of digital communication, we found that the degree of digital communication attenuated the increase in employee engagement associated with LMX. We contribute to the literature on LMX and employee engagement by showing that while voice behaviors are reduced via the increased use of digital communication in the workplace, leaders can leverage digital communications to engage employees with lower LMX.

Looking in and looking out: Effects of (in)congruent corporate social responsibility on organizational cynicism

Corporate social responsibility (CSR) efforts targeting both internal stakeholders (i.e., employees) and external stakeholders (i.e., environment, community, consumers) can mitigate employees' negative attitudes and behavior. However, the effects of (in)congruence between internal CSR (ICSR) and external CSR (ECSR) perceptions have not yet been examined. We used social comparison theory to investigate the joint effects of ICSR and ECSR perceptions on organizational cynicism, by conducting a polynomial regression analysis of 342 employees with data from a two-wave survey. The results show that employees experienced higher cynicism when ICSR and ECSR perceptions were incongruent, with high ECSR–low ICSR causing greater cynicism. Thus, there was an inverted U-shaped relationship between congruent CSR perceptions and organizational cynicism. Our findings have implications for research and practice.

When Are the Bigger Fish in the Small Pond Better Citizens? A Multilevel Examination of Relative Overqualification in Workgroups

In this study, we extend overqualification research to employees' social context of workgroup membership. Drawing upon social comparison theory and integrating with social exchange theory, we contend that employees' relative overqualification (ROQ, defined as individual overqualification relative to other group members' overqualification perceptions) is associated with their relative standing with their leader (measured as LMXSC, leader–member exchange social comparison), which in turn relates to employees' organizational citizenship behaviors (OCB). Furthermore, we assert that workgroup structural attributes and individual values (leader span of control and power distance orientation) influence the ROQ–LMXSC–OCB relationship. Multilevel modeling using data from 243 employees nested in 36 workgroups suggested patterns of moderated mediation where leader span of control and employee power distance orientation moderate the indirect link between ROQ and OCB through LMXSC. That is, the indirect relationship between ROQ and OCB is stronger in workgroups with a narrow leader span of control and for employees high in power distance orientation. Implications and directions for meso- and group-level research are discussed.

Horizontal-Leader Identification in Construction Project Teams in China: How Guanxi Impacts Coworkers’ Perceived Justice and Turnover Intentions

Based on social comparison theory and organizational justice, this research explores how Guanxi with the horizontal leader (HL) influences coworker turnover intention. We used the snowball sampling method to collect survey data from 203 employees in 22 project teams. Overall, Guanxi with the HL had an indirect influence on turnover intention through perceived distributive justice pertaining to HL identification. Additionally, procedural justice had a negative, cross-level moderating effect on the relationship between Guanxi with the HL and perceived distributive justice. However, the individual-level moderating role of interactional justice was not supported. Theoretical and managerial implications of these findings are discussed.

Am I worthy to my leader? Role of leader-based self-esteem and social comparison in the LMX-performance relationship

BACKGROUND: Most leadership theories, such as transformational, ethical, and servant leadership, emphasize the notion that leaders influence their followers’ in-role and extra-role work performance by treating them collectively and similarly. On the other hand, leader-member exchange (LMX) theory challenges this idea and argues that leaders treat followers differently and have high-quality exchange relationships with some followers and low-quality ones with others. However, few studies have examined LMX differentiated relationships in social contexts. OBJECTIVE: This study aims to investigate the role of employee leader-based self-esteem (LBSE) (i.e., employees’ self-evaluation of their worth derived from the quality of the relationship with their supervisor) in the relationship between LMX and two types of performance: task performance and organizational citizenship behaviour at individual level (OCB-I). Using an integrated theoretical framework of social comparison and self-consistency theories, we develop a moderated mediation model in which the mediating role of LBSE in the LMX-task performance and OCB-I relationships is conditional on the values of LMX social comparison (LMXSC). METHODS: Using a research sample of 298 manager-employee matching dyads working in 43 branches of a leading bank in Pakistan, results of hierarchical multiple regression analyses provided support for our developed model. RESULTS: We found that LMX positively led to LBSE which, in turn, served as a mediator between LMX and both performance types, with a stronger effect on OCB-I. We also found that by moderating the relationship between LMX and LBSE, LMXSC moderated the mediating role of LBSE, which had stronger effect on performance at high values of LMXSC than at low values. CONCLUSIONS: Following these findings, we discuss the contributions that this study offers to LMX and self-esteem literature and its managerial implications.

Context-based interpersonal relationship modulates social comparison between outcomes: an event-related potential study

Social comparison is a common behavior that largely determines people's experience of decision outcome. Previous research has showed that interpersonal relationship plays a pivotal role in social comparison. In the current study, we investigated whether the manipulation of context-based relationship would affect participants' comparison of self-outcome and other-outcome. Participants first finished a trust game with likeable (dislikeable) partner and then they were involved in a gambling task and observed the outcomes for themselves and for partners. According to self-reports, participants were more satisfied with likeable partner's gains than losses only when they received gains, but they were always more satisfied with dislikeable player's losses compared to gains. Event-related potentials including the feedback-related negativity (FRN), P3 and late positive component (LPC) were sensitive to context-based relationship. Specifically, the prediction error signal (indexed by the FRN) was largest when participants received losses but dislikeable player received gains. Meanwhile, the P3 indicates that participants had stronger motivation to outperform dislikeable player. Finally, the LPC was larger when participants received the same outcomes with dislikeable players. In general, our results support the key point of the self-evaluation maintenance model that personal closeness modulates subjective sensitivity when drawing a comparison of one's outcomes with other's outcomes.

Does positive workplace gossip help socialize newcomers? A dual-pathway model based on network ties

Researchers have been interested in discussing negative workplace gossip and its consequences, but have paid little attention to positive workplace gossip and its positive aspects in the workplace. Based on the perspective of social network, this study explores the two-path mediating mechanisms between positive workplace gossip and the socialization outcomes of newcomers. The data were collected in a multitime and multisource manner. The results show that information ties and friendship ties mediated the relationship between positive workplace gossip and the socialization outcomes of newcomers. Specifically, positive workplace gossip helped newcomers form instrumental and expressive social relationships (viz., informational ties and friendship ties), which in turn contributed to socialization outcomes (viz., role clarity and social integration). Theoretical and management implications are discussed as well.

The antecedents and consequences of workplace envy: A meta-analytic review

Extensive research has been conducted into the antecedents and consequences of workplace envy, but there have been limited meta-analytic reviews. This meta-analysis draws on social comparison theory to examine studies of envy in the workplace and develop a comprehensive model of the antecedents and consequences of workplace envy. We reconcile the divergent findings in the literature by building a model of three types of workplace envy that distinguishes between episodic, dispositional, and general envy. The results suggest that individual differences (e.g., narcissism, neuroticism), organizational contexts (e.g., competition, position), and social desirability are predictors of workplace envy. They also reveal that workplace envy is related to organizational citizenship behaviors (OCBs), negative behaviors (e.g., ostracism, social undermining), negative emotions, organizational perceptions (i.e., engagement, satisfaction), turnover intentions, and moral disengagement. We test the moderating roles of envy types, measurement approaches, and causal directions. The results reveal that these moderators have little differences, and that some variables (e.g., self-esteem, fairness) may be both antecedents and consequences of workplace envy. Finally, we suggest that future research into workplace envy should investigate contextual predictors and moderators of the social comparison process that triggers envy. This meta-analysis can serve as a foundation for future research into workplace envy.

The impact of social comparisons of job demands and job control on well-being

We extended the job demand-control model by including a social comparison perspective and hypothesised that an employee's work-related well-being is to some degree relative to the perceived work environment of coworkers rather than absolute (in terms of isolated effects of individual work characteristics). Hence, we account for the social context when examining the effects of individual job characteristics. Using a lagged study design with two measurement times eight weeks apart, we examined the effects of the (in)congruence between one´s own job demands and job control with the perceived job demands and job control of coworkers on job satisfaction, emotional exhaustion, cynicism, and professional efficiency. Findings from polynomial regression analyses and response surface methodology revealed that perceiving coworkers as having either higher or lower demands than oneself is associated with lower job satisfaction and higher levels of emotional exhaustion. This provides partial support for our hypotheses. We found first-time evidence that social comparison processes regarding job demands can influence employees´ well-being.

CEO Power and Nonconforming Reference Group Selection

Research shows that reference group selection underpins critical organizational processes, but less is known about publicly disclosed choices of reference groups, such as those for the evaluation of firm performance. Because audiences, such as investors and analysts, prefer reference groups created by independent entities they can trust, they disapprove of choices of custom peer groups created by reporting firms. Nevertheless, firms frequently choose reference groups that do not conform to audiences’ expectations. We seek to explain why firms deviate from these externally held standards even when incurring penalties by developing theory and formulating hypotheses about the influence of chief executive officer (CEO) power. Using data from 10-K filings, we find that firms led by high-power CEOs are more likely to use nonconforming, custom peer groups despite incurring penalties. However, the relationship between CEO power and the use of custom peer groups is weaker when CEOs face greater scrutiny from shareholders and analysts. We also find that low firm performance increases the use of custom peer groups among high-power CEOs. Contrary to our expectations, high CEO compensation attenuates the effect of CEO power on the choice of custom peer groups, arguably because high levels of CEO pay increase scrutiny. Although firms incur costs for using nonconforming reference groups, supplemental analyses reveal that CEOs benefit by receiving higher compensation, especially when performance is low. We conclude by discussing implications for research on publicly disclosed reference groups, the consequences of power, and information disclosure.

What Happens to Others Matters! An Intraindividual Processual Approach to Coworkers’ Psychological Contract Violations

Drawing on recent research highlighting the dynamic and social properties of psychological contracts, we propose a framework that examines socially embedded triggers and their impact on psychological contract change. Our model accounts for the social context in which individuals’ sensemaking process about their employment relationship occurs. The model specifies how individuals make sense of coworkers’ psychological contract violation and integrate that information into the creation of a plausible convergent or divergent account. These accounts have the potential to reinforce or initiate a review of the terms of the individual’s psychological contract schema, or they may leave the schema intact. Research and practical implications of this conceptual framework are discussed.

Helping coworkers only when I have more? Integrating social comparison, attribution and conservation of resources theories

Purpose

Drawing upon conservation of resources (COR) and attribution theories, prior research in helping behavior has mainly focused on an independent view of the helper’s personal resources. This perspective, however, falls short of capturing the comparative nature of personal resources and attributions in a helping context. The purpose of this paper is, therefore, to develop a theoretical model that helps predict employees’ decisions to help or not to help.

Design/methodology/approach

A theoretical model was developed by integrating social comparison, COR and attribution theories.

Findings

The theoretical model proposes the following. First, when employees perceive that they have fewer personal resources than a coworker who needs help, they are less likely to help. Second, when employees perceive that they have more personal resources than a coworker who needs help, they make causal attributions as to why the coworker failed to deploy personal resources. Finally, when employees have more personal resources than a coworker who needs help, they are more likely to help if they make situational, unstable and uncontrollable attributions to the coworker’s failure to deploy personal resources.

Originality/value

This paper extends the literature by offering a theoretical model that emphasizes comparisons and attributions of personal resources in a helping context. Additionally, this paper offers several managerial implications that help managers manage helping behavior effectively.

Leader–member exchange and organizational climate effects on clinician turnover intentions

Purpose

Clinician turnover in mental health settings impacts service quality, including availability and delivery of evidence-based practices. Leadership is associated with organizational climate, team functioning and clinician turnover intentions (TI). This study examines leader–member exchange (LMX), reflecting the relationship between a supervisor and each supervisee, using mean team LMX, dispersion of individual clinician ratings compared to team members (i.e. relative LMX) and team level variability (i.e. LMX differentiation), in relation to organizational climate and clinician TI.

Design/methodology/approach

Survey data were collected from 363 clinicians, nested in children's mental health agency workgroups, providing county-contracted outpatient services to youth and families. A moderated mediation path analysis examined cross-level associations of leader–member exchange with organizational climate and turnover intentions.

Findings

Lower relative LMX and greater LMX differentiation were associated with higher clinician TI. Higher team-level demoralizing climate also predicted higher TI. These findings indicate that poorer LMX and more variability in LMX at the team level are related to clinician TI.

Originality/value

This study describes both team- and clinician-level factors on clinician TI. Few studies have examined LMX in mental health, and fewer still have examined relative LMX and LMX differentiation associations with organizational climate and TI. These findings highlight the importance of leader–follower relationships and organizational climate and their associations with clinician TIs. Mental health service systems and organizations can address these issues through fostering more positive supervisor–supervisee relationships.

Are your gains threat or chance for me? A social comparison perspective on idiosyncratic deals and coworkers' acceptance

Idiosyncratic deals (i-deals) refer to customized work arrangements and employment conditions employees negotiate with employers. Significant scholarly attention has been paid to understand the responses of i-deals' recipients. However, little attention has been paid to coworkers' reactions to the i-deals. This study examines how coworkers react to focal employees' i-deals. We tested our hypotheses with a sample of 253 employee–coworker pairs and found that coworkers are more likely to accept focal employees' flexibility i-deals than development i-deals. Specifically, we found that coworkers view focal employees' development i-deals as more threatening to their status than flexibility i-deals, and status threat mediates the relationship between development i-deals and coworkers' acceptance. In addition, flexibility i-deals increase coworkers' perception of obtaining future i-deals more than development i-deals, and this perception mediates the relationship between flexibility i-deals and coworkers' acceptance. Furthermore, the results show that coworkers' relative leader–member exchange moderates the above relationships.

THE FACTORS WHY PEOPLE EXERT LESS: THE RELATIONSHIP BETWEEN WORKPLACE ENVY AND SOCIAL LOAFING MODERATED BY SELF-ESTEEM

The aim of this paper is to link envy at the workplace to social loafing and to examine the role of self-esteem in moderating this relationship. Data was collected via a survey questionnaire from 393 employees working in public and private organizations in Malaysia. Partial least squares-structural equation modeling (PLS-SEM) was used to test the hypotheses. The results show that the higher the degree of workplace envy encountered, the higher the inclination for members to exert less effort while working in a team (social loafing), and this relationship is moderated by self-esteem. In addition, it is found that the relationship is better for low self-esteem workers relative to those high in self-esteem. In terms of workplace envy and avoidance of social loafing, the research provides important implications. Organizations should etablish a supportive workplace that encourages employees to be more involved and practice openness and give continued support. In a team culture especially, managers must play an active role by paying attention and being more sensitive towards circumstances that induce feelings of envy at work. By implementing a proper system and control, tendency towards workplace envy and social loafing can be mimimized.

The Impact of Team Identity and Gender on Free-Riding Responses to Fear and Cooperation Sustainability

This study explores the interaction effect of team identity and gender on free-riding responses to fear and cooperation sustainability in a social dilemma situation. Based on differences in inequity aversion, risk preferences, and reaction to competition between men and women, we predict that team identity reduces free-riding behaviors among men when they feel fear to be exploited by others teammates that free-ride, but that it does not affect women in this way. Consequently, we also predict that the effect of team identity on cooperation sustainability differs between the two genders. We conducted an experiment in which dominant incentives to free-ride were held constant over 30 periods and where agents had to make a decision between cooperation and free-riding in each period. After each decision, agents received teammates’ contribution and earnings, which facilitates that agents identify whether their team members free-ride. Our findings show no effect for team identity on free-riding response to fear among women. However, team identity affects free-riding response to fear among men, which positively impacts cooperation sustainability.

The Effect of Strengths-Based Performance Appraisal on Perceived Supervisor Support and the Motivation to Improve Performance

Strengths-based performance appraisal focuses on identifying, appreciating, and developing employee’s qualities in line with the company goals. Based on self-determination theory (SDT), we hypothesized that strengths-based performance appraisals will bring about a stronger motivation to improve (MTI) performance, by making subordinates feel supported by their supervisor and thereby fulfill their need for relatedness. Moreover, we hypothesized that strengths-based performance appraisal will reduce the threat to the relationship between supervisor and subordinate when the performance rating is relatively low. To investigate our hypotheses, we distributed a questionnaire to employees working for a large Dutch consultancy firm right after their yearly appraisal (N = 422) and linked the questionnaire data to their official performance ratings. Conditional process analysis indicated that strengths-based performance appraisal had a positive effect on perceived supervisor support (PSS), and in turn on MTI performance. Furthermore, the effect of strengths-based performance appraisal was particularly strong, when the performance rating was relatively low. Our findings may inspire future research into strengths-based performance appraisal as a relational approach to employee development.

Dark sides of self-efficacy and task interdependence: victimization

Purpose

The purpose of this paper is to develop and test theoretical propositions explaining why and under what circumstances highly self-efficacious employees experience victimization at work and how task interdependence leads to the situation that employee victimization emerges.

Design/methodology/approach

To test hypotheses, the authors collected the data from four organizations, which are private company, public enterprise, medical institution and government office in Gyungbuk province, South Korea. The final sample for analyses was 209 employees.

Findings

Contrary to the prediction, high self-efficacy did not show a statistically significant relationship with victimization. However, task interdependence is related to victimization and functions as an important situational contributor to exacerbate highly self-efficacious employees’ victimization.

Research limitations/implications

The findings have research implications by exploring victimization of the employees with high self-efficacy, which is an underdeveloped area in the victimization literature and showing that task interdependence is the critical factor to trigger and aggravate employee victimization. Despite these implications, this study should be evaluated in light of several limitations such as the data from single source for all variables and the use of cross-sectional data.

Practical implications

Managers need to be aware that highly self-efficacious employees can be vulnerable to victimization at work, where there is high task interdependence. The evidence suggests that managers may take safeguards to deter employee victimization, when tasks are closely related among members.

Originality/value

This paper contributes to expand the understanding of employee victimization by examining the roles of self-efficacy and task interdependence to crystalize antecedents and boundary conditions of victimization at workplace.