Negative Emotion in the Workplace: Employee Jealousy and Envy

By Robert P. Vecchio. 2000

292 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/9c01951057119c2a78184a3a4874af6d1db29c94

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Citations in the corpus

Relative Deprivation (2012, background): “To measure employee envy, Vecchio (2000) asked employees to indicate the degree to which “Most of my coworkers have it better than I do” and “My supervisor values the efforts of others more than he/she values my efforts.””
Predictors of Organizational Citizenship Behavior: Ethical Leadership and Workplace Jealousy (2014, methodology): “For example, employees’ lack of self-esteem or Machiavellian personality was found related to their jealousy (Vecchio 2000).”
Entrepreneurship and leadership: common trends and common threads (2003, background): “For example, such social comparisons may lead to envy (cf. Vecchio, 1995, 2000) and dissatisfaction (Medvec et al., 1995).”
The Dark Triad and the seven deadly sins (2014, background): “Similarly, the present study found the SD3 to be a reliable measure, yielding alpha reliabilities of .71, .72, and .78 for Machiavellianism, narcissism, and psychopathy, respectively.”
Envy As Pain: Rethinking the Nature of Envy and Its Implications for Employees and Organizations (2012, background): “…and poor mental health (Smith, Parrott, Diener, Hoyle, & Kim, 1999), lower job and group satisfaction, lower organization-based self-esteem, feelings of group potency, and greater withdrawal—absenteeism, turnover intentions, and reduced commitment (Duffy & Shaw, 2000; Vecchio, 2000, 2005).”
Managing Envy and Jealousy in the Workplace (2001, methodology): “Source: Adapted from material reported in Vecchio (1995, 1997, 1999, 2000).1 with the boss.”
Ethically adrift: How others pull our moral compass from true North, and how we can fix it (2013, background): “When social comparisons lead to envy, people are motivated to take actions to sabotage others or aggress against them (Vecchio, 2000), to undermine them socially (Duffy et al., 2012), or to engage in other harmful behaviors (Pruitt & Kimmel, 1977; Smith & Walker, 2000).”
Do Social Network Sites Enhance or Undermine Subjective Well‐Being? A Critical Review (2017, background): “…an unpleasant experience in itself: a wide range of studies indicate that envy has negative consequences for subjective well-being (Cohen-Charash, 2009; Smith, Parrott, Diener, Hoyle, & Kim, 1999; Vecchio, 2000) Passive usage of social network sites elicits social comparison and feelings of envy.”
Envy on Facebook: A Hidden Threat to Users' Life Satisfaction? (2013, background): “To limit their contact with envy-inducing information, users may consciously reduce platform use, as described for other contexts by past research on organizational psychology [17].”
Leader Narcissism Predicts Malicious Envy and Supervisor-Targeted Counterproductive Work Behavior: Evidence from Field and Experimental Research (2018, background): “Envy among peers is more likely to develop when leaders are inconsiderate rather than considerate (Vecchio 2000), and when followers feel they have lower quality relationships with their leaders (Vecchio 2005).”