Abstract:
As one of the most significant issues in working environments, the concept of “envy among employees” exerts a considerable influence on employees’ feelings. As a negative feeling, enviousness has not sufficiently been researched from an academic point of view. The purpose of this research was to identify and prioritize the effective factors (individual and organizational) on employee envy. This research is developmental-applied in terms of purpose and can be categorized based on the nature and method of descriptive group. Also, based on the type of data, it can be considered as a “survey –case” one. The statistical population of this research includes 10 academic and organizational experts with educational degree related to or experienced in human resource management and organizational behavior. According to the theoretical framework and the review of literature, 19 factors (9 personal factors and 10 organizational) were identified as influencing the concept of envy among employees. Then, DEMATEL technique is used to prioritize the identified factors. To do so, after measuring average of influence and the influence of the identified factors And the factors that R + J were higher than the average ( 7 personal and 7 organizational factors) were selected. In the next step and in order to prioritize the selected factors, ANP technique is used. The results showed that in individual dimension, negative social comparison in the first rank, conscious cognitive assessment of other’s better future in the second rank and awareness of other’s abilities were put in the third rank. Also in organizational dimension, low level of fairness and justice in organization ranked first, performance evaluation ranked second and leader-member interaction ranked thirdر With regard to the results, it can be argued that the experts in human resource management should prepare themselves to face any kind of envy on behalf of employees and have ability to change envy to competition and motivation.
Machine summary:
Based on the obtained results, it can be stated that human resource managers in organizations must be prepared to face any kind of feeling from employees (positive or negative), and their strength will be determined by whether they can transform envy into competition and as a motivational factor.
Envy is a negative emotion that has received less attention, and there is a significant lack of research regarding this concept among organizational behavior studies (Thompson, Glasø & Martinsen 2015, 6; Cohen-Charash, 7 2009).
In the presented model, individual factors are categorized into 9 indicators: beliefs, values and attitudes, negative social comparison, conscious cognitive assessment of others' better future, awareness of higher ability of a colleague or manager, self-esteem (high and low), Machiavellian behavior (high and low), social status, employees' expectations of their performance, and dependency in the work environment; and organizational factors are categorized into 10 indicators: leader-member interaction, low level of fairness/organizational justice, organizational downsizing strategy, organizational culture, performance appraisal, human resource programs such as unfair reward/punishment and promotion systems, creating a competitive atmosphere (win-lose) in the organization, intra-group conflicts, unequal distribution of resources, low control, and organizational redesign.
In the final step, in order to prioritize the factors affecting organizational envy accepted by the DEMATEL technique, the Analytic Network Process (ANP) method was used.
Table 5: Individual and organizational factors selected for prioritization (Refer to the page image) In order to prioritize the accepted factors affecting employee jealousy, the Analytic Network Process (ANP) method was used with the DEMATEL technique.
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