Unheeded Slant of High Performance: Professional Jealousy and Perceived Undermining Among Employees

Abstract

The current research focused on the high performer employees and their perceived undermining. Social comparison theory plays a major role as this study examined professional coworker jealousy and perceived undermining as the unheeded aspects (unnoticed viewpoint) of high performance of employees. Additionally, it’s also focused on the prosocial behaviors that recommended to reduce this negative aspect among high performance of employees and their perceived undermining. The data was collected from employees of hospitality industry. A sample of 229 out of 300 was collected from the respondents. Analysis through SPSS was used to show the interrelations of variables and hypotheses examination. As expected, the outcome showed the prosocial behavior moderated the relationship between the high performance and professional jealousy of colleagues and peers, this relationship is weaker at high level of prosocial behavior and stronger at low level of prosocial behavior. Time lag multi source and multi wave data was used. The current study found that employees with high performance are significantly associated with perceived coworker undermining. As the employees with top performance are role- models and inspire their coworkers to enlarge their output. Practically this study will aid managers in identifying and discerning the importance of pro-social behavior in mitigating professional coworker jealousy among coworkers which in turn will lead towards decreasing perceived undermining and contribute in positive organizational outcome in shape of a helping workplace culture.