Does employee envy trigger the positive outcomes at workplace? A study of upward social comparison, envy and employee performance

Khan, Muhammad Haris; Noor, Ayesha

doi:10.5038/2640-6489.5.2.1130

Cited by 14 publications

(14 citation statements)

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“…The results show that employees who are aware of the use of robots at work will be motivated to accept robots as colleagues; thus, they will consider robots as coworkers at work, which will reduce various psychological depressions and anxieties. In this case, management can support, develop and motivate employees (Khan and Noor, 2020). Recent studies have found that customers and employees perceive the use of robots differently but are self-motivated to use robots (Berezina et al , 2019; Liao and Sundar, 2021).…”

Section: Discussionmentioning

confidence: 99%

Antecedents of human-robot collaboration: theoretical extension of the technology acceptance model

Parvez

Araslı

Öztüren

et al. 2022

JHTT

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Purpose This study aims to extend the technology acceptance model (TAM) to examine whether the introduction of robots influences employees’ behavioral intentions to use robots and awareness of robots to promote human–robot collaboration (HRC). Besides, the role of strategic human resource management (HRM) involvement as a moderator in the perception of robots as a team member was investigated. Design/methodology/approach Data were collected from 500 respondents via the Amazon Mechanical Turk platform. After data cleaning, 329 valid responses were analyzed. Partial least squares structural equation modeling was applied using Smart PLS Ver. 3.0 to test the study’s measurement and proposed research model. Findings The study results show that robots’ perceived usefulness and ease of use positively influence employees’ behavioral intentions to use robots. In addition, the advantages and disadvantages of robots have a positive impact on robot awareness. Employees’ behavioral intentions and awareness contribute positively to HRC. On the other hand, the moderating role of strategic human resources (HR’s) involvement in the relationships was insignificant. Research limitations/implications This study provides an exclusively applied understanding of robot presence and embodiment relevant to real-world HRC. In the travel, tourism and hospitality (TTH) industry, employees’ intention to use robots and robot awareness are significant factors. However, HRM involvement without the acceptance of robots could not enhance HRC. Originality/value Based on the literature review, to the best of the authors’ knowledge, this study is one of the first on this topic and extends TAM with new antecedents related to robot use, robot awareness and HRC in the TTH industry. In addition, this model attempts to determine the factors that favor HRC in the industry. This study also assessed the moderating role of strategic HR’s involvement in the behavioral intention of robot use, robot awareness and HRC.

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Section: Discussionmentioning

confidence: 99%

Antecedents of human-robot collaboration: theoretical extension of the technology acceptance model

Parvez

Araslı

Öztüren

et al. 2022

JHTT

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“…With this study, we argue that envy can have a significant impact on employees' job performance. In the literature, some of the studies on workplace envy and job performance relation were conducted within the frame of typological approach (De Clercq et al , 2018; Aydın-Küçük and Taştan, 2019; Lee and Duffy, 2019; Khan and Noor, 2020; Zhang et al , 2020) mostly indicating malicious envy related to poor performance whereas benign envy to improvement in performance. Although there also exists a recent interest in the situational approach, a limited number of studies are available in the literature (Eissa and Wyland, 2016; Lee et al , 2018; Treadway et al , 2019; Shousha, 2020; Tariq et al , 2019) that show how envying others and being envied can contribute to employees' job performance.…”

Section: Discussionmentioning

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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“…Envy can motivate the “achieving of a standard of excellence” (Lange and Crusius, 2015: 289). An undercurrent of perhaps lesser-known studies of envy, such as that by Khan and Noor (2020: 182), consider that envy can “produce positive results.”…”

Section: Envy In the Westmentioning

confidence: 99%

Envy: Differences between the West and Africa

Harries

2023

Missiology

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Envy is perceived and handled differently in the West than in Africa. Defined as “a negative . . . response to someone else’s superior quality,” envy is largely considered psychological in the West, and is often suppressed to avoid the stigma of a negative “emotion.” In contrast, Africans often express envy openly, at least to outsiders. Open expression of envious desire for what the West has underlies contemporary formal education in Africa, that as a result has little local fit. Unlike in the West, envy in Africa translates into witchcraft. My experience in Africa tells me that this is not magical or supernatural in the western sense of these terms, but rather is a way of responding to powerful and potentially destructive envy. Freedom from envy comes through faith in Christ, thus making clear the need for mission, discipleship, and culturally relevant theological education. My observations on envy in Africa are based on my own experience—born and reared in a White British community but having participated in village life in East Africa using indigenous languages, from 1988 to date, in the course of missionary work. Being deeply a “westerner,” with profound exposure to Africa, enables my translating what is less known in the West (African ways of life) into the “familiar,” that is, western scholarship. This is on the basis that good translation should always be into what is “known”. Although geographically and historically my exposure to African ways of life is very limited, I am inclined to refer to “Africans” rather than more specific ethnicities (tribes) that I know well, so as not to imply that the people whom I have gotten to know over many decades through closely sharing in their lives are uniquely peculiar.

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Does employee envy trigger the positive outcomes at workplace? A study of upward social comparison, envy and employee performance

Cited by 14 publications

References 72 publications

Antecedents of human-robot collaboration: theoretical extension of the technology acceptance model

Antecedents of human-robot collaboration: theoretical extension of the technology acceptance model

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

Envy: Differences between the West and Africa

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