Envy at work comes in many forms, such as undermining someone socially or refusing to help a coworker. We can even allow our own job performance to suffer out of envy-driven resentment or spite. We all know how envy can have disastrous consequences. But is envy always bad?
NEW THEORY OF ENVY
Researchers think that viewing envy as only bad is just one side of the story. The other side is ‘benign envy’ or envy with helpful consequences both for the envious individual, the envied, and the organization. The authors of this study (Tai et al., 2012) propose a new model arguing that there are several determining factors that could influence whether employees respond in productive or unproductive ways to the feeling of envy.
Basically, we modify our behavior based on three factors: (1) How we feel about ourselves, (2) how we perceive the envied target, and (3) the organizational support we receive. For example, people who feel in control of themselves may experience less anxiety and typically engage in benign envy. This is because sabotaging behavior goes against their positive self-image of high performance standards. These people feel challenged rather than threatened, are more engaged with their jobs, take opportunities to learn and grow, and respond to negative feedback or setbacks with increased effort.
Additionally, when competent or “warm” people are envied, people may be more likely to behave in positive ways. For example, others may try to emulate these people instead of trying to undermine them. Lastly, if envious people trust the systems in an organization, they may believe that rewards are well-deserved and that they too would receive the same rewards if they worked just as hard as the people who are receiving them.
THE BOTTOM LINE
Based on the theory presented in this article, envy has much to do with perspective. How we feel about ourselves and how we feel about others plays a large role in determining if envy is used as a springboard for good or bad behavior. Finally, a system that is perceived as just will help keep envy from becoming counterproductive at work.
Tai, K., Narayanan, J., & McAllister, D. J. (2012). Envy As Pain: Rethinking the Nature of Envy and Its Implications for Employees and Organizations. Academy of Management Review, 37(1), 107–129.
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