This paper aims to report the findings of a study examining the role of workplace envy as a mediator between set of antecedents and consequences. A theoretical model proposed to be tested empirically by Mishra (2009).
A pre-determined questionnaire was completed by 169 employees working in several jobs at four organizations in Jordan. Only 142 were usable for the present study, resulting in a response rate of 84 per cent. The data collection period took only one month from March 2017 to April 2017.
Six hypotheses were developed in this study. The results from multiple-regression analysis indicate that the three proposed antecedents (i.e. neuroticism, conscientiousness and perceived competitiveness) significantly predict workplace envy. In addition, workplace envy significantly predicts counterproductive behaviours and organizational citizenship behaviour.
Organizations must set a range of methods that help in reducing the envy at work. A starting point to do that is to measure both; the levels of envy and its main determinants among all employees in the organization. After this assessment, the aim is to build intervention methods aimed at striving to reduce workplace envy. Furthermore, the proposed model of this study may provide managers with new insights into reducing envy at work. These might be, but not specific to: stress management programmes, teaching employees ethical solutions for conflicts at work and conducting informal activities between employees.
This is one of the studies, to author knowledge, that tested variety of antecedents and consequences of workplace envy in a Jordanian context. As a result, testing the proposed model addresses previous research concerns that envy has not thoroughly investigated and requires empirical consideration.
Ghadi, M. (2018), "Empirical examination of theoretical model of workplace envy: evidences from Jordan", Management Research Review, Vol. 41 No. 12, pp. 1438-1459. https://doi.org/10.1108/MRR-06-2017-0185Download as .RIS
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