Purpose

Based 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/approach

This 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.

Findings

The 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/implications

In 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 implications

Apart 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/value

The 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.

中文翻译：

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职场嫉妒是否总是对组织产生不利影响？对公共和私营部门雇员的研究

目的

基于嫉妒的情境方法，本文的目的是检查二维工作场所嫉妒（被嫉妒和嫉妒他人）对在私营或公共部门组织工作的员工的任务和环境绩效的影响。

设计/方法/方法

这项研究是根据从伊斯坦布尔 988 名私营部门雇员和 530 名公共部门雇员收集的调查数据进行的。根据定量的经验设计，结构方程模型被用来检验假设。

发现

研究结果表明，嫉妒他人维度对任务绩效和情境绩效都有显着的负面影响。此外，调查结果表明私营部门员工比公共部门员工更嫉妒。对于公共部门雇员，发现男性参与者比女性更嫉妒他人。

研究限制/影响

除了贡献之外，本研究也有其局限性。首先，虽然这项研究是用综合样本进行的，但仅限于伊斯坦布尔 1,518 名员工的意见，并且是一项横断面研究。此外，员工绩效是通过自我报告来评估的，这构成了另一个限制；主管评估下属的表现本可以更可靠。

实际影响

除了学者，​​我们的发现对从业者也有影响。竞争感带来的嫉妒等情绪可以创造一种环境，激励人们、激励他们工作、提高生产力，也可能导致最终的破坏性局面。这使得在工作场所管理嫉妒变得至关重要。尽管背后可能有推动者，但在工作场所引发嫉妒的一个关键因素是缺乏公平的人力资源政策和系统。尽管如此，大多数公共组织的人力资源管理仍未得到发展。通过有效的人力资源管理，管理者可能会制定一些路线图来化解因嫉妒而产生的冲突。首先，必须有一个系统，将员工与其他人分开，每个人都会接受，增强员工的正义感。嫉妒经常发生在社会比较之后。管理层可以实施支持员工协作并避免裙带关系的激励系统。尤其是在员工之间竞争比较激烈的私人组织中，管理者更应该注意了解下属的感受。管理者注重向下属表达感情，可以在工作场所内建立平等的距离。从这个意义上说，语言选择至关重要，管理人员应注意语言触发因素。管理人员不应避免向员工提供正面和负面的反馈。出于增加竞争的良好意图而制定的无根据和不系统的奖励和/或惩罚系统可能会引发嫉妒。最后，

原创性/价值

该研究基于这样一个基本原理，即嫉妒会对工作场所产生不利影响，从而导致低任务和环境绩效。尽管最近有兴趣基于被嫉妒和嫉妒其他维度来研究工作场所嫉妒与员工绩效之间的关系，但这些研究是有限的。本研究侧重于这些维度和绩效关系，还提供了土耳其公共和私营部门员工在职场嫉妒方面的比较前景。