Responses to co‐workers receiving recognition at work

Marjolein Feys (Department of Personnel Management, Work and Organizational Psychology, Ghent University, Ghent, Belgium)
Frederik Anseel (Department of Personnel Management, Work and Organizational Psychology, Ghent University, Ghent, Belgium)
Bart Wille (Department of Developmental, Personality and Social Psychology, Ghent University, Ghent, Belgium)

Journal of Managerial Psychology

ISSN: 0268-3946

Publication date: 28 June 2013

Abstract

Purpose

The purpose of this paper is to examine the impact of co‐workers receiving recognition on two types of responses, namely emotions (positive and negative) and behavioral intentions (interpersonal counterproductive behavior and interpersonal citizenship behavior).

Design/methodology/approach

This study is an experimental scenario study with a 2×2 between‐subjects design with 246 employees from a local health care organization.

Findings

The findings reveal that the relation between the recognition of others and positive or negative emotions was moderated by the quality of the relationship between both actors. Further, as hypothesized, the relation between the recognition of others and interpersonal counterproductive behavior was moderated by relationship quality. Contrary to the authors' expectations, relationship quality did not moderate the relation between employee recognition and interpersonal citizenship behavior.

Practical implications

This study provides useful suggestions for managers to diminish undesired (i.e. negative emotions and interpersonal counterproductive behavior) and enhance desired emotions and behaviors (i.e. positive emotions and interpersonal citizenship behavior).

Originality/value

This study is the first to show that employee recognition may have negative effects on the emotions of others and interpersonal behavior (i.e. interpersonal counterproductive behavior).

Keywords

Citation

Feys, M., Anseel, F. and Wille, B. (2013), "Responses to co‐workers receiving recognition at work", Journal of Managerial Psychology, Vol. 28 No. 5, pp. 492-510. https://doi.org/10.1108/JMP-08-2011-0025

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Publisher

:

Emerald Group Publishing Limited

Copyright © 2013, Emerald Group Publishing Limited

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