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.

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.

Leader- member quality of relationship is essentially important because it can incredibly change staff emotions and behaviors. The aim of this study was to determine the effect of leader- member exchange and envy on the knowledge sharing and uncivil behaviors of nurses working in Ghaem hospital of Mashhad city. It was a survey analysis based on structured equation modelling. Questionnaire was used in order to collect related data (n=110). To collect data related to envy، the quality of leader-member exchange، uncivil behaviors، and knowledge sharing، Vecchio questionnaire، Van Yperen& Janssen questionnaire، Cortina، Magley، Williams &Langhout questionnaire and Lee questionnaire was used respectively. The validity of the questionnaires was assessed by Confirmatory Factor Analysis and Cronbach’s Alpha coefficient verified their reliability using SPSS-PC (v. 18). Lisrel software based on Structural Equation Modelling method was used to analyze data and testing hypotheses. The results of the study showed that، all the direct and indirect relationships between model variables are statistically significant except the direct relationship between envy and uncivil behaviors، since the Regression Coefficient is negative (P1، P2، P3:0/000). The mediating effect of envy in the relationship between leader- member exchange and knowledge sharing، leader- member exchange and uncivil behaviors was also confirmed (P4:0/003& P5:0/043). Not only the knowledge sharing and uncivil behaviors are affected by the leader- member exchange، but also decreasing of envy has a positive effect on the growth of knowledge sharing and the reduction of uncivil behaviors.

The aim of this study was to investigate the effect of envy on employees' creative behaviors. In this regard, the mediating role of employees` intrinsic motivation and the moderating role of perceived organizational justice were considered as well. The statistical population of the present study included all employees of Oghab Afshan Manufacturing and Industrial Company, of which a random sample of 280 employees participated in the study. Research data were collected using a questionnaire and analyzed by structural equation modeling with SPSS and LISREL software. Findings showed that the feeling of envy affects the creative behaviors of employees through the effect it has on the intrinsic motivation of employees, so that this effect is different for different types of envy. So that, malicious envy prevents employees from participating in creative behaviors by reducing their intrinsic motivation, but benign envy has a positive effect on their creative behaviors by increasing employees' intrinsic motivation. In addition, the moderating role of employees' perceptions of organizational justice in the relationship between envy and intrinsic motivation was not confirmed.

Jealousy among employees can reduce the motivation of work and effort and have a negative and direct impact on the performance of the organization, for this reason, it is an issue worthy of attention and it is necessary to know its causes. This research was conducted with the aim of determining the effect of the perception of transparency of human resource management processes on organizational jealousy with the mediation of professional commitment.

This research is applied in terms of purpose and survey in terms of data collection method. The statistical population of the research is made up of the staff of the police force of Hamadan province, and through stratified random sampling, a sample of 184 of them was selected using a standardized standardized questionnaire that was valid (factor loading higher than 0.3) and reliable (alpha Cronbach higher than 0.7) were collected and analyzed with the help of structural equation modeling in PLS software.

The research showed that the indirect effect of organizational transparency on the organizational jealousy of the police force staff of Hamedan province through professional commitment is stronger than the direct effect of organizational transparency on the organizational jealousy of the police force staff of Hamedan province, and this means that the mediating effect Gary's professional commitment is remarkable.

The reduction of organizational transparency is known as a predictor of possible behavioral harms, which increases the jealousy of employees through the reduction of professional commitment of employees. Therefore, in order to improve the professional commitment of employees and consequently reduce organizational envy, it is important to pay attention to organizational transparency.

In today's organizations, considering the bureaucracies and the competitive atmosphere that exists, attention to the feelings of people, especially the feeling of jealousy at work is of particular importance. The purpose of this research is to investigate the effect of envy at work on employees' deviant behavior. This research is applied in terms of purpose and is a survey-descriptive in terms of collecting data. The statistical population of Isfahan Steel Technic Co. employees was used by simple random sampling. To analyze the collected data and to conduct the research, PLS 2.0 software was used. The statistical population consisted of 300 executives and experts of Isfahan Steel Technique Co., and 90 people were evaluated using simple random sampling for analysis. PLS 2.0 software was used for conducting the research. The results indicate that jealousy at work and its components have a positive and significant effect on deviant behavior. Since jealousy at work causes deviant behaviors in the organization and cause damage to the organization's core body, attention to employees' feelings, such as jealousy, is important. Therefore, the organization and management, taking into account the system of proper performance evaluation and considering the equal conditions of each person's performance is properly investigated and the results presented to everyone so that if there is any ambiguity to prevent any behavior that could harm the organization in the future. Management can, by organizing the organization's culture, tell employees that everyone has the ability and skills to compete with others instead of jealousy and move in one direction in order for the organization to succeed. Controlling the sense of jealousy at a reasonable level can be in the best interest of the organization so that employees can compete with each other to increase productivity, and if they do not pay attention to the feeling of jealousy, employees may be in violation of their partner's failure and it leads to the organization's failure to compete.

The aim of this study was to the model of the effect of self-esteem on knowledge sharing and anti-citizenship behavior with the mediating role of organizational Envyin the sport and youth departments of western provinces. The statistical population of this study consisted of all managers, presidents and staffs of sport and youth departments in west of the country that among whom 253 were selected as sample. Standard questionnaires for Chang (2013) knowledge sharing, Rahmani et al (2010) anti-citizenship behavior, Wachio (2000) organizational Envy and Gardner (2000) self-esteem were used for data collection. Variance-based Structural equation modeling approach was used to analyze the data. The results showed that The research model has a good fit. self-esteem has a significant effect on anti-citizenship behavior, knowledge sharing and organizational Envy. Also, organizational Envy had a significant effect on anti-citizenship behavior, but the effect of organizational Envy on knowledge sharing was not significant. Finally, the mediating role of organizational Envy in the relationship between self-esteem and anti-citizenship behavior was significant, but the mediating role of organizational jealousy in the relationship between self-esteem and knowledge sharing was not significant. According to the results of the study, managers of the sport and youth departments of the western provinces of the country can increase employees' self-esteem to reduce the anti-citizenship behavior and organizational Envy of employees as well as increase knowledge sharing among employees.

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.

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.