The human mind is wired to seek approval, recognition, and attention from others. This drive for validation can lead to feelings of jealousy, competition, and rivalry, which are natural reactions to perceived threats or challenges. Jealousy refers to an emotional response characterized by feelings of fear, anger, and resentment towards someone who has what one wants but does not have oneself. Competition refers to the act of striving against another person or group in order to achieve a goal or win a prize. Rivalry involves sustained competition between individuals or groups for similar goals or resources. These psychological mechanisms govern employees' management of these three aspects of their behavior.
The first mechanism that governs employees' management of jealousy is cognitive appraisal. When employees experience jealousy, they must evaluate the situation and determine whether it poses a threat to their status, self-esteem, or relationships. If the perceived threat is low, they may be able to manage their jealousy through rationalization or dismissal.
If a coworker receives a promotion that was initially intended for them, they may tell themselves that the other employee was more qualified or deserving.
If the perceived threat is high, they may become consumed with negative thoughts and feelings, leading to destructive behaviors such as sabotage or withdrawal.
Another mechanism that governs employees' management of jealousy is coping strategies. Employees may use various strategies to cope with their jealousy, including avoidance, confrontation, acceptance, or compensation. Avoidance strategies involve ignoring or minimizing the source of jealousy, while confrontation strategies involve directly addressing the issue with the other person. Acceptance strategies involve acknowledging the reality of the situation and working on improving oneself, while compensation strategies involve seeking validation from alternative sources.
When it comes to managing competition, employees rely on their motivational orientation to drive their actions. Those who have an internal focus tend to compete based on personal achievement, while those with an external focus compete based on social comparison.
Employees may use different strategies to manage their competitiveness depending on the context. In some situations, aggressive strategies, such as attacking one's rivals, may be effective, while in others, collaborative strategies, such as partnering with rival companies, may be preferable.
Employees must navigate rivalry by identifying and leveraging their strengths. Rivalries often arise when individuals or groups feel threatened by each other's successes. To effectively manage this dynamic, employees must acknowledge their own unique abilities and contributions, while also recognizing areas for improvement. They should strive to maintain a positive attitude towards their rivals and seek opportunities for collaboration whenever possible. By doing so, they can harness the energy of competition into productivity and innovation.
What psychological mechanisms govern employees' management of jealousy, competition, and rivalry?
A wide range of factors influence how individuals manage their feelings of jealousy, competition, and rivalry in the workplace. These include social norms, personal values, beliefs about fairness, power dynamics, and organizational culture. In addition to these external elements, individual differences such as self-esteem, self-efficacy, and neuroticism also play an important role in determining how people cope with these negative emotions.