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Envy in Organizational Life

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posted on 2008-01-01, 00:00 authored by M K Duffy, Jason Shaw, J M Schaubroeck
© Oxford University Press, 2014. All Rights Reserved. This chapter reviews recent studies examining the link between employee envy and a host of organizational outcomes at the individual and group level, from poorer leadermember exchange, lower job satisfaction, less liking for co-workers, lower organizationbased self-esteem, lower group performance, higher turnover, higher absence rates, higher social loafing, to increased performance in some instances. It shows that the role of envy in organizational life is complex. Some organizations can purposely encourage envy among employees because of its apparent motivational benefits. Whether this is good or bad, all things considered, has no pat answer. The chapter also summarizes findings on the link between envy and moral disengagement in organizational settings. It appears that people who are envious can commit harmful acts in a guilt-free manner by rationalizing their harmful behavior. This allows them to avoid personal responsibility for their actions. Envy seems to be especially conducive to both harmful acts and to moral disengagement.

History

Title of book

Envy: Theory and Research

Series

Series in Affective Science

Chapter number

10

Pagination

1 - 28

Publisher

Oxford University Press

Place of publication

Oxford, Eng.

ISBN-13

9780195327953

Edition

1

Language

eng

Publication classification

B1.1 Book chapter

Extent

18

Editor/Contributor(s)

Richard Smith

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