TH-P01-110 - Machiavellian Employees and Behavioral Outcomes: From the Perspectives of Benign and Malicious Envy

Track:
Work attitudes and values
What:
Poster Presentation
When:
3 hours 30 minutes
Where:
O'Brien Foyer
Discussion:
0
 
 
Emotion in the workplace
Work attitudes and values
TH-P01-110
Machiavellian Employees and Behavioral Outcomes:
From the Perspectives of Benign and Malicious Envy
K. Chang 1,*, C.-C. Kuo 2, I. Lee 3, S. Quinton 4
1Salford Business School, University of Salford, Manchester, United Kingdom, 2Psychology, National Chenchi University, Taipei, Taiwan, Province of China, 3Englong Education, 4Business School, Oxford Brookes University, Oxford, United Kingdom
 
Content: Purpose. Machiavellianism (Mach) is characterised by a duplicitous interpersonal style, a cynical disregard for morality and a focus on self-interest and personal gain. Employees with Mach character often adopt cunning and duplicity to achieve their personal interests. By examining Mach through a newly proposed envy dyad of benign vs. malicious, this research aims to help managers to analyse and manage the Mach influence at work.
Methodology. We use Study One to examine the construct of envy dyad, and Study Two to scrutinise the role of envy in the Mach behavior relationship. Samples are recruited from multiple SMEs, via a lagged data-collection design to reduce the weaknesses associated with cross-sectional surveys.
Results. Findings have affirmed that mach people interpret colleagues’ excellence beyond their personal scope of justice, by which their cognitive interpretation converts into an affective sense of envy. Based on the circumstance, the dyad of envy then emerges, i.e. benign- vs. malicious- envy, which leads to different behavioral outcome, either prosocial or deviant behavior.
Limitations. Only prosocial behavior and deviant behavior are investigated, so Mach’s effect may not be applicable to other types of behavior, such as loyalty and commitment which may not be observed directly.
Practical Implications. Practical actions for managing Mach employees within human-resource-management include: identification of Mach as part of recruitment-screening purpose, facilitation of Mach employees to better serve the company, and further training for managers who engage with Mach employees.
Originality/Value. This research is the first of its kind to decipher how Mach and behavior are interrelated through affective perspective. Our research has affirmed the envy dyad and the findings have contributed to new knowledge of envy’s mediating role in the Mach behavior relationship.
 
 
 
 
 

 
 
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