|
| Title, Author(s), Year of Publication | Research Question | Phenomenon(a) Studied | Research Method | Results of Study |
| 1 | Workplace Envy. Annual Review of Organizational Psychology and Organizational Behavior. | What are the conceptual and measurement challenges facing envy researchers? | This article provides an overarching review and analysis of workplace envy in literature. | Systematic review | This is an increase in research examining the phenomenon of workplace envy. |
| 2 | The Effects of Envy on Job Engagement and Turnover Intention. | How does envy effect job engagement and turnover intention? | The study focuses on how envy affects job engagement and turnover intention. | Quantitative | The study found that (1) feelings of envy influences emotional engagement, (2) feelings of envy affects propensity to leave and (3) emotional engagement impacts intention to leave. |
| 3 | Envy and Counterproductive Work Behavior: The Moderation Role of Leadership in Public and Private Organizations. | What is the relationship between Envy and counterproductive work behavior? | This study explores the relationship between leadership member exchange and counterproductive work behaviors in organizations. | Mixed method | Results showed that envy was positively related to counterproductive work behaviors (CWB), and that leader member exchange was a significant moderator in the relationship between envy and CWB in public organizations, but not in private ones. |
| 4 | Envy and counterproductive work behaviors: is more fairness always preferred? | What is the relationship between envy and counterproductive work behavior? | To examine how the interaction between perceived justice facets and envy predicts counterproductive work behaviors. | Quantitative | The results showed that envy was a significant predictor of counterproductive work behaviors. |
| 5 | Episodic envy and counterproductive work behaviors: Is more justice always good? | What is the relationship between perceived justice, envy, and counterproductive work behaviors? | The study examines how perceived event-specific procedural and distributive justice about own and envied others’ outcomes interacts with episodic envy to predict counterproductive work behaviors. | Quantitative | The results showed that envy significantly predicted counterproductive work behaviors and was more pronounced when perceptions of procedural justice were high rather than low. |
| 6 | The dark sides of engaging in creative processes: Co-worker envy, workplace ostracism, and incivility. | How does co-worker envy mediate the interactive effect of employee creative process engagement and helping behavior on workplace ostracism, incivility, and envy? | Based on the social comparison theory, the current research investigates co-worker envy, workplace ostracism and incivility as the dark sides of creative process engagement, while the focal employee’s helping behavior is suggested to mitigate this negative influence. | Mixed method | The study found that helping co-workers could moderate the relationship between the focal employee’s creative process engagement and co-worker envy. |
| 7 | Co-worker’s Envy and Social Undermining: The Mediating Role of Workplace Incivility. | What is the impact of co-worker envy on social undermining? | The current study is to determine whether co-workers’ envy has a direct effect on social undermining in the workplace. It also aims to look at the indirect effect of co-worker’s envy on social undermining through workplace incivility. | Quantitative | It was revealed that co-worker envy and social undermining, as well as co-worker envy and workplace incivility, have a positive and statistically significant relationship. |
| 8 | Impact of envy on employee wellbeing: role of self-efficacy and job satisfaction. | How does self-efficacy mediate the roles between envy and wellbeing? | This study is to test the effect of envy on employee wellbeing via mediating role of self-efficacy and job dissatisfaction. | Quantitative | The empirical evidence suggests that envy has no direct effect on wellbeing. Self-efficacy and Job Satisfaction do not moderate the relationship between envy and wellbeing. Furthermore, job satisfaction does not meditate the relationship of envy and wellbeing. However, only self-efficacy mediates the relationship between envy and wellbeing as shown by research findings of this study. |
| 9 | Should I stay or should I go? The role of individual strivings in shaping the relationship between envy and avoidance behaviors at work. | How is envy associated with absenteeism and turnover? | The study seeks to understand envy's consequences for workplace avoidance—namely, absenteeism and turnover. | Mixed method | The authors were able to formulate a new theory on how envy relates to withdrawal reactions, which is especially relevant given the inherent connection between envy, pain, and avoidance. The authors also answer calls to resolve discrepancies in extant empirical research on envy by identifying factors that determine when envy is problematic in the workplace. |
| 10 | Envy climate and group performance in full-service hotels: the roles of intragroup relationship conflict and competitive climate. | How does envy climate influence group performance? | This study aims to examine whether, how and when envy climate can influence group performance. | Qualitative | Envy climate was negatively associated with group performance via intragroup relationship conflict. Furthermore, competitive climate moderated the effect of envy climate on intragroup relationship conflict and the indirect effect of envy climate on group performance through intragroup relationship conflict. |
| 11 | Knowledge sharing of employees who are envied by their workmates: A resource perspective. | What is the impact of workplace envy on the knowledge-sharing behavior of employees who are envied? | The study examines the effect of workplace envy on the work behaviors and experiences of employees who are envied by others. | Mixed method | Results show that being envied was negatively related to employees’ knowledge sharing, and that the envied employees’ ego depletion significantly mediated this negative relationship. Further, envied employees’ competitive orientation moderated the indirect mediating effect, such that the negative influence of ego depletion on knowledge sharing was enhanced for those envied employees whose orientation was highly competitive. |
| 12 | Consequences of downward envy: A model of self-esteem threat, abusive supervision, and supervisory leader self-improvement. | How do supervisory leaders manage envy-induced threats to self-esteem? | This study joins and extends the conversation about what it means to occupy and enact leadership roles by proposing a model that accounts for evidence suggesting that supervisory leaders can experience downward envy. | Mixed method | Findings from two multi-source, multi-wave studies of supervisor–subordinate dyads provide support for the theses that: 1) downward envy of subordinates threatens supervisors’ self-esteem and triggers adaptive strategies in the form of abusive supervision and supervisory self-improvement; and 2) supervisors are more likely to respond to downward envy induced self-esteem threat with abuse when they perceive envied subordinates to be cold and competent and they are more likely to respond with self-improvement when they perceive envied subordinates to be warm and competent. |
| 13 | Envy in the workplace: a systematic review of the past five years. | N/A | The objective of this paper is to review and systematize the knowledge about this topic provided by empirical research in the past five years. | Qualitative | The results show researchers’ growing interest in studying benign envy and its consequences and exploring new variables to explain envy in the workplace. |