The moderating role of self‐efficacy in the relationship between workplace envy and social undermining

Abstract

Envy can motivate individuals to strive harder or to harm others. We examine the relationship between workplace envy and social undermining ‐ the insidious act of dragging down others. The role of self‐efficacy in this relationship has not been explored in previous research; therefore, it is proposed that self‐efficacy acts as a moderator. The study, based on data from a survey of 304 Egyptian physicians, provides insights into the ways in which social undermining is practiced, and suggests how it could be managed. Two hypotheses are developed and tested using hierarchal regression analysis: that workplace envy and social undermining are positively related, and that self‐efficacy moderates that relationship. The results of the study support these hypothesized relationships. They also demonstrate that the relationship between workplace envy and social undermining is significantly stronger among physicians with low self‐efficacy than those with high self‐efficacy. The article offers several suggestions for how to manage the problem of social undermining which are particularly relevant to physicians and health care managers.

Effect of transactional and transformational leadership on talent engagement: Mediating role of talent development

“…In addition, under transformational leadership, employees feel faith and appreciation, which are considered social support. Researchers in recent studies have applied SET in analyzing various relationships in different fields like behaviors at the workplace (Abdullah & AL‐Abrrow, 2022), organizational politics and job satisfaction (Haque, 2018; Atshan et al., 2022), compliance and employee attitudes (Azim et al., 2021), workplace envy and social undermining (Hilal, 2021), transformational leadership, employee engagement and organizational change initiatives (Islam et al., 2021), TM and retention intention (Kumar, 2022), high commitment HRM and work outcomes (Rubel et al., 2021). However, SET was not extensively applied in TM and leadership.…”

Behaving green.. who takes the lead? The role of responsible leadership, psychological ownership, and green moral identity in motivating employees green behaviors

“…Thus far, we have proposed that responsible leadership is likely to encourage employees green behaviors. Psychological ownership is profound factor (Abd Samad & Othman, 2022;Hilal, 2021), which could further extend understanding in this space. Extending our proposition and to fill the gap mentioned above, we postulate that psychological ownership mediates the relationship between responsible leadership and employees green behaviors.…”

“…Hierarchical regression analysis using SPSS 22, which has been employed in several recent works to test the moderation role (Hilal, 2021; Hilal & Tantawy, 2022), was employed to test H3 and establish if green moral identity interacted with psychological ownership to better predict employees green behaviors. M1 included the main effects variables (control variables and psychological ownership); M2 added the moderator (green moral identity) to the analysis; and M3 included the interaction term for the joint effect of the independent variable and the moderator (psychological ownership and green moral identity).…”

Research on the Role of Self-Efficacy in the Effect of Workplace Envy on Intention to Quit

“…Similarly, employees who experience benign envy of their colleagues increase their work efforts (Van de Ven, 2005: 348). For instance, Hilal's (2021) research on doctors argues that physicians with high SE can resist envy and tend to see situations in which they are compared negatively as learning and development opportunities. In addition, Çelebi et al (2021) found that gender did not have a significant effect on workplace envy and that professors felt more envious compared to research assistants.…”