مهدی مهذبی

One of the most important and debatable issues in the field of employees' emotions is the issue of envy in the workplace. The main purpose of this study is to investigate the antecedents and consequences of envy in the workplace based on social comparison theory. To this end, a framework for understanding the antecedents and consequences of envy in the workplace was first developed based on Festinger's social comparison theory. In the next step, we implemented this model in Sapco. In this regard, 158 questionnaires were distributed among the sample members through the Relative stratified sampling method. The results of data analysis showed that narcissism, neuroticism, and competition have a positive and significant effect on envy in the workplace; Self-esteem and perceived control have a significant adverse effect on envy in the workplace. The results also showed that envy in the workplace has a negative and significant effect on organizational citizenship behavior and organizational perceptions; envy in the workplace has a positive and significant effect on turnover intentions, moral dysfunction, and counterproductive work behaviors.IntroductionThe antecedents and consequences of envy in the work environment have been studied from different perspectives (Crusius, 2020; Ganegoda & Bordia, 2019; Puranik et al., 2019), but there are few empirical analyses of envy. There is no consensus about the conceptualization of envy and its antecedents and consequences, and the results of previous studies are often contradictory and scattered (Li et al., 2021). Previous studies focus on antecedents and consequences as subsets of workplace envy and lack a broad conceptual perspective. To address this gap, we use social comparison theory to identify the antecedents and consequences of employees' envy. Because envy is a product of upward social comparison (Smith, 2000), it occurs when people compare themselves upward with others who are better off (Li et al., 2021).  Literature Review Social comparison as a basis for envyThe conceptual foundation of the envy model in the work environment is the social comparison theory or, more appropriately, social comparison theories (Gerber et al., 2018). Social comparison means "the process of thinking about (or comparing) information about one or more people who are related to the person" (Smith et al., 2017). Workplace envyEnvy is an unpleasant negative emotion that has received less attention. Envy occurs when a person lacks another superior quality, achievement, or possession and either wants or wishes the other person did not have it. In the management literature, envy is usually considered detrimental to organizational health, as the envious person often engages in counterproductive workplace behaviors, including social attrition, sabotage, abuse, taking pleasure in another's misery, and demeaning the person being envied. (Mohd. Shamsudin et al., 2022). MethodologyThe current research is applied in terms of its purpose Because the research findings can be used to solve the executive issues of Sapco. In terms of the data collection method, it is considered a part of descriptive research and a branch of survey studies. In order to determine the minimum sample size, the test-based method and G-Power version 3.1 software were used (Faul et al., 2009). The number of 158 questionnaires has been distributed among people through the stratified sampling method. ResultsThe results of hypothesis 1 show that the narcissism of Sapco employees has a positive and significant effect on their workplace envy. The results of hypothesis 2 show that the neuroticism of Sapco employees has a positive and significant effect on their workplace envy. The results of hypothesis 3 show that the self-esteem of Sapco employees negatively and significantly affects their workplace envy. The results of hypothesis 4 show that the perceived control of Sapco employees negatively and significantly affects their workplace envy. The results of hypothesis 5 show that the competition factor between Sapco employees positively and significantly affects their workplace envy. The results of hypothesis 6 show that the envy of Sapco employees in the workplace negatively and significantly affects their organizational citizenship behavior. The results of hypothesis 7 show that workplace envy of Sapco employees has a negative and significant effect on their organizational perceptions (identification, job enthusiasm, and satisfaction). The results of hypothesis 8 also show that workplace envy of Sapco employees has a positive and significant effect on their intention to leave their jobs. The results of hypothesis 9 show that workplace envy of Sapco employees has a positive and significant effect on their moral indifference. The results of hypothesis 10 show that workplace envy of Sapco employees has a positive and significant effect on their unproductive work behavior. DiscussionWhat is seen more than ever in organizations is the issues related to mental and psychological pressures and their proper management so that organizations can grow and develop quickly and show off their ability against all these changes and environmental developments. In the workplace, a key factor in determining whether a manager will be in a better position is improving the management of employee emotions. One of the important and debatable issues in the field of employees' emotions is the discussion of workplace envy. The model of workplace envy presented in this research follows the social comparison theory. When employees make upward social comparisons in their work situations, they will experience workplace envy. ConclusionDue to the imbalance in personality traits, narcissistic employees show various deviant behaviors that cause problems for themselves and colleagues. Neurotic employees react to physical and emotional situations and are vulnerable. Self-esteem significantly predicts workplace envy so social comparison may be based on self-evaluations of abilities and opinions. Perceived control refers to people making a positive adjustment in the environmental conditions they were influenced. Perceived control can be a factor that reduces dissatisfaction and incompatibility. Creating a competitive atmosphere for scarce resources and promotions in the organization (for example, if an employee gets an advantage and a promotion will not reach another employee) increases the competition between employees to obtain these scarce resources and ultimately makes employees envy each other—employees who are envious of what other employees have usually refrained from performing organizational citizenship behaviors. Workplace envy leads to more negative emotions and organizational perceptions (i.e., identification, job passion, and satisfaction) and increases the tendency to change jobs. Social desirability can reduce real or symbolic workplace envy, and workplace envy can facilitate moral indifference. Upward social comparison (and the resulting destructive envy) is destructive to the organization's and work group's effectiveness.

The purpose of the study at hand was to identify the pattern of the staff envy management in public organizations. Adopting a systematic, scientific research design, this study set out to answer the main research question, “How is the pattern of the staff envy management in public organizations?” Relying on the qualitative research approach, the study used Strauss and Corbin systematic grounded theory method. Data collection was done through semi-structured interviews with 24 participants. Based on the obtained results, the causal conditions were classified as four categories, namely individual, sociopolitical, structural, and administrative-managerial factors. The core theme was found to be comprised of emotional, cognitive, and behavioral categories. The related actions and interactions were named strategy categories; these eight categories were organizational transparency, enhancement of managers’ emotional intelligence, justice-orientedness, enhancement of the staff’s spirituality and professional morality in the workplace, cooperation-competition strategy, managers’ support of the staff, provision of job security, and reduction of distrust and dissimilarity among the members of a department. The contextual conditions were explained as the three categories of social factors, cultural factors, and materialism. The concepts obtained from intervening factors were classified as the work experience/contract and the staff’s behavioral traits. Finally, the consequences were divided into individual and organizational factors.

The purpose of this research was to identify the factors affecting employees envy in the workplace and to examine the concept of employees envy in the workplace and its consequences. The purpose of this study was qualitative, based on thematic analysis and using interviewing tools with an exploratory and semi-structured approach. The statistical population of the study consisted of experts from the staff units of National Iranian Oil Company That had at least five years of experience in the organization. The sampling method was judged by snowball sampling and interviewed by 19 experts. Triangulation strategy was used for accreditation. Two methods of reliability test (stability index) and intra-subject agreement were used to measure reliability, which were 84% and 86%, respectively. After analyzing the data, individual factors, organizational injustice, cultural factors, administrative and managerial factors, political factors and structural factors were identified as the "contributing factors"; emotional, cognitive and behavioral factors were determined as "components" and personal, interpersonal, group, and organizational outcomes have been identified and discussed as "employees envy outcomes" in the workplace.

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 factorsAnd 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 leadermember 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.

Given the fact that employees in organizations try to suppress their sense of envy, understanding and perceiving the concept of envy, its predecessors and its implications for researchers and organizations is important. Therefore, this study aims to investigate the role of envy in the workplace. This research is an applied one in terms of purpose, a causal research in terms of nature and approach and a descriptive survey research in terms of data collection method. The statistical population in this research is the 650 staff of the headquarters of the National Iranian Oil Company. According to the krejcie and Morgan table, a sample of 242 people was selected. The sampling method in this research is stratified random sampling. In this research, structural equation model has been used to investigate research hypotheses. The results of data analysis showed that neuroticism is an important background in the development of envy. Conscientiousness negatively influences envy at work. Perceived competitiveness positively influences workplace envy. Envy has a negative effect on organizational citizenship behavior at the individual level and a positive effect on counterproductive behaviors at the individual level. Finally, the results show that workplace envy partially mediates the role of neuroticism, conscientiousness and perceived competitiveness on the one hand, and organizational citizenship behavior and counterproductive behaviors on the other.

The main goal of this research has been investigating the impact of human resource management practices on the employee turnover intentions by considering psychological contract breach in the gas company of Rasht. So, it's considered an applied research, in terms of its goals, a descriptive survey, in terms of information gathering and correlational in terms of the interrelation between the research variables. The statistical population in this research included all the administrative staff of Gas Company in Rasht (totally 210 people). Systematic sampling has been used. In order to collect information, standard questionnaires were used. Using AMOS software, statistical analysis revealed that human resource management practices and its dimensions have a negative effect on psychological contract breach. Also, the impact of human resource management practices and its dimensions on employees' turnover intentions were also negative. The critical value of the indirect effect of human resource management practices and the employees' turnover intentions through the mediating variable of the psychological contract breach (2.10) showed that psychological contract breach plays a mediating role between mentioned two variables.

In the very dynamic conditions of modern businesses, it is necessary to develop organizational learning capabilities. This requires special preparations in human resources. Accordingly, this study analyzes the effects of social capital and workplace happiness on organizational learning capabilities.

This is an applied-descriptive survey, in which the statistical population included employees working at Bank Saderat Iran in Tehran Province. The multistage cluster sampling method was employed to select 361 employees as the statistical sample; the structural equation modeling (SEM) technique was used for data analysis.

Social capital had positive, significant effects on the organizational learning capability and its dimensions including testability, risk-taking ability, conversation, and collaborative decision-making. Moreover, social capital helped improve organizational learning capabilities through workplace happiness.

Developing intra-organizational and extra-organizational interactions of Bank Saderat employees and improving their happiness and liveliness can help improve organizational learning capabilities and the relevant outcomes.

Considering the importance of addressing consumer's complaints, this study examines the causes of discontent in consumers and how they respond to this dissatisfaction according to their types of self-construal (independent and dependent). The research statistical population includes the customers of restaurants in Chalus city. The research questionnaire was issued in two sections including the questions related to complaining behaviour and the questions related to self-construal type. Also the questionnaire reliability was confirmed using Cronbach's alpha coefficient (α=0.754). In addition, the research hypotheses were analyzed using structural equation modeling via AMOS software.

Social capital can be considered within the framework of organizational performance improvement in infrastructural need. The study also examines the influence of social capital on the performance of the enterprise, to evaluate the relationship between the organizational climates organizational performance indirectly is paid. The study on a sample of 132 people from the five regions of the municipality's employees in Rasht is done. The research method is descriptive of the type of work and solidarity-to collect the data from the questionnaire has been used. Data analysis methods of structural equations modeling in software lissrel have been doing the study shows findings that organizational climate directly on social capital and organizational performance indirectly affect a significant positive effect. Social capital and direct positive impact on organizational performance is laid.