Envy and Counterproductive Work Behavior: The Moderation Role of Leadership in Public and Private Organizations

Exploring the Interplay of Competition and Justice: A Moderated Mediation Model of Competitive Psychological Climate, Workplace Envy, Interpersonal Citizenship Behavior, and Organizational Justice

The competitive psychological environment that arises within an organization is widely recognized as a crucial factor impacting employee performance and, indirectly, overall business productivity. Nonetheless, mishandling this environment can result in unforeseen challenges. Thus, a moderated mediation model was employed in this study to ascertain the adverse effects of competitive psychological climate and how to mitigate said effects. Data were collected via a survey of 523 employees of four- and five-star accommodation establishments in Alanya and Manavgat using convenience sampling. This study revealed that a competitive work environment leads to increased workplace envy, which adversely affects interpersonal citizenship behavior. Additionally, it was discovered that workplace envy mediates the effects of competitive climate on interpersonal citizenship behavior. The negative impact of competitive psychological climate on workplace envy and interpersonal citizenship behavior is mitigated by organizational justice. This study's results offer significant contributions to both theoretical and practical understandings of the potential effects of competitive psychological climate and how to handle them.

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.

Span of Supervision and Repercussions of Envy: The Moderating Role of Meaningful Work

Though the current research stream has provided some risk factors for envy at the workplace, little is still known about the drivers and consequences of envy. Based on Vecchio's theory, this study investigates the ripple effect of the span of supervision on envy. Moreover, it sheds light on the moderating role of meaningful work in their relationship. The data comprising sample size 439 were collected from confrères of four fast food companies listed on the Stock Exchange of Pakistan. Partial Least Square Structural Equation Modeling (PLS-SEM) technique was implemented through SmartPLS 3.3.2 to analyze the measurement and structural relationships. The results demonstrate that a narrow span of supervision will increase work engagement, and reduce instigated incivility via decreasing envy and resource depletion in sequence. Moreover, meaningful work would help regulate the inimical stream of dénouement of envy. Theoretical and practical implications, along with the limitations and future directions, have also been discussed.

Relationship of Leadership and Envy: How to Resolve Workplace Envy with Leadership-A Bibliometric Review Study

In recent years, workplace envy has gradually become a hot research topic for organizational behavior. Scholars have explored the antecedents and consequences of envy following the traditional research paradigm. The latest leadership theory also provides new ideas for its development. Although the traditional methods continue to optimize the research on the relationship between leadership and envy, they still do not fully reflect the binary logical relationship between the two and cannot offer sufficient explanatory power for the psychological activities and behaviors of employees and supervisors. In this paper, two pieces of bibliometric software, CiteSpace (American, Drexel University) and Histcite (American, Clarivate Analytics), were used in order to analyze the previous literature in regard to providing a theoretical basis, the main content, and the stages of development. Based on the integration, we propose a dual-track theoretical model of leadership and envy as the prediction framework for future research. The research has returned to the intelligent attribute of leadership and believes that effective leadership can adjust the existence of various types of envy and transform it into the actual productivity of the workplace.

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.

Workplace Envy

In the past 20 years, there has been a growing interest in the phenomenon of workplace envy. This article provides an overarching review and analysis of the workplace envy literature. We first consider conceptual and measurement challenges facing envy researchers. We then review the current knowledge base in the research with a focus on synthesizing what we have learned regarding workplace envy's transmutations, highlighting directions for future research. We explore two relatively understudied areas in the envy literature—antecedents of envy and the experience of being envied. We discuss methodologies used in the literature to study envy and outcomes and conclude with a focus on cross-cultural and practical implications.

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.

Envy and emotional intelligence: Evidence from a cross-lagged analysis

The association between envy and emotional intelligence (EI) has been documented. This study aimed to explore the causal relationship between envy and EI based on evolutionary theory and an emotional intelligence ability model in a cross-lagged longitudinal design. Using the revised Chinese version of the Dispositional Envy Scale and the Wong and Law Emotional Intelligence Scale, a 1-year follow-up study was conducted on 260 Chinese university students (56 males and 204 females). Longitudinal analysis indicated that envy and EI tracked over time. Cross-lagged analysis found that envy could significantly predict the generation and development of EI as well as its four dimensions (self-emotional appraisal, emotional regulation, others' emotional appraisal, and emotional use). Our findings provide better understanding of the link between envy and EI. These results are helpful for improving undergraduates' social adaptation levels.

Culture, Work, and Subjective Well-Being: The Role of LMX and Resilience in Spanish and Chinese Cultures

Globalization and interdependencies among nations require a better understanding of the influence of culture on organizational processes. In order to succeed in global business, leaders have to respond to practices that may be different in diverse cultures. This study was conducted within the framework of the leader member exchange approach and from a positive perspective of organizations linking successful businesses and workers’ well-being. The aim of this study was to examine whether the quality of the relationship with the leader predicts engagement and life satisfaction, and whether resilience moderates this relationship in two different cultural contexts (Spanish and Chinese). The sample was composed of 277 workers (127 Chinese workers corresponding to a vertical-collectivistic culture and 150 Spanish workers representing a horizontal-individualistic culture). To test the hypotheses, a structural equations model (SEM) was conducted using the maximum likelihood (ML) estimation method. Results revealed that leader-member exchange (LMX) positively predicts engagement and life satisfaction and that the moderator role of resilience varies across cultures. Resilience moderated the relationship between LMX and engagement and life satisfaction only in the Spanish sample. In the Chinese sample, resilience only moderated the relation between LMX and life satisfaction. Finally, our study contributes to a better understanding of the relationship between leaders and subordinates operating in a global context.

Workplace bullying and its impact on the quality of healthcare and patient safety

BACKGROUND

Workplace bullying (WPB) is a physical or emotional harm that may negatively affect healthcare services. The aim of this study was to determine to what extent healthcare practitioners in Saudi Arabia worry about WPB and whether it affects the quality of care and patient safety from their perception.

METHODS

A cross-sectional study was conducted in 2018. An online survey was distributed among all practitioners at a multi-regional healthcare facility. A previously validated tool was sourced from an integrative literature review by Houck and Colbert. Responses to 15 themes were rated on a 5-point Likert scale, converted to percentage mean scores (PMS) and compared across participants' characteristics using bivariate and regression analyses.

RESULTS

A total of 1074/1350 (79.5%) completed the questionnaire. The overall median [interquartile range] score of worrying about WPB was 81.7 [35.0]. Participants were mainly worried about the effect of WPB on their stress, work performance, and communication between staff members. A significant negative relationship developed between the quality of care and worrying about WPB, P < 0.001. More educated practitioners were 1.7 times more likely to be worried about WPB compared with their counter group, adj.P = 0.034. Junior practitioners were 1.6 times more likely to be worried about WPB, adj.P = 0.017. The group who has not been trained in handling WPB (1.7 times), and those who had been exposed to WPB (2.2 times) were both more likely to be worried about WPB compared with their counter groups, adj.P = 0.026 and adj.P < 0.001 respectively.

CONCLUSIONS

Most healthcare practitioners worry about WPB, especially its negative impact on the quality of care and patient safety. A greater proportion of practitioners with higher levels of education and their less experienced counterparts were more worried about WPB. Previous exposure to a WPB incident amplifies the practitioners' worry, but being trained on how to counteract bullying incidents makes them less likely to be worried.

When Employees are Emotionally Exhausted Due to Abusive Supervision. A Conservation-of-Resources Perspective

This study represents an important step towards understanding why supervisors behave abusively towards their subordinates. Building on the conservation of resources theory, this study investigates the impact of abusive supervision on counterproductive work behaviors (CWBs) from a stress perspective. Furthermore, job demands play a significant moderating effect, and emotional exhaustion has a mediating effect on the relationship between abusive supervision and CWBs. A time-lagged design was utilized to collect the data and a total of 350 supervisors-subordinates’ dyads are collected from Chinese manufacturing firms. The findings indicate that subordinates’ emotional exhaustion mediates the relationship between abusive supervision and CWBs only when subordinates are involved in a high frequency of job demands. Additionally, emotional exhaustion and abusive supervision were significantly moderated by job demands. However, the extant literature has provided that abusive supervision has detrimental effects on employees work behavior. The findings of this study provide new empirical and theoretical insights into the stress perspectives. Finally, implications for managers and related theories are discussed, along with the boundaries and future opportunities of this study.