{"id":2276,"date":"2020-09-26T18:28:27","date_gmt":"2020-09-26T13:28:27","guid":{"rendered":"https:\/\/www.hrmonline.com.au\/?p=10743"},"modified":"2022-01-06T20:01:00","modified_gmt":"2022-01-06T14:31:00","slug":"jealousy-at-work-keeping-green-eyed-monsters-at-bay","status":"publish","type":"post","link":"https:\/\/www.postaresume.co.in\/blog\/hr-news-and-updates\/jealousy-at-work-keeping-green-eyed-monsters-at-bay","title":{"rendered":"Jealousy at work: keeping green-eyed monsters at bay"},"content":{"rendered":"

While jealousy might feel like a private emotion, when it seeps out in the workplace it can have significant impacts on culture.<\/h2>\n

Jealousy is one of those emotions we can\u2019t escape. And it can easily overcome us in the workplace. It crops up when someone gets a promotion over you; when the boss starts showing favoritism towards a particular employee; or when we feel we\u2019re getting less praise and recognition for our efforts in comparison to others.
\nWhile it\u2019s relatively impossible to suppress these feelings, it is crucial we know how to manage them because unchecked jealousy can quickly snowball into destructive behaviour that can damage workplace culture.
\nIt\u2019s not just important to know how to keep jealousy at bay within yourself. HR managers and leaders need to know how to identify and quash it in others too. Here are a few things to keep in mind.
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Where does the jealousy come from?<\/h3>\n

In a 2001 research article<\/a> Managing Envy and Jealousy in the Workplace<\/i>, Kim Dogan, principal at Dogan Pelzar, and the late Robert Vecchio, Franklin D. Schurz professor of management in the University of Notre Dame\u2019s Mendoza College of Business, outline the difference between envy and jealousy.
\nThe former, they say, involves two individuals (Tom is envious of Sally\u2019s promotion) whereas the latter involves a third party of some kind (Tom is jealous of Sally\u2019s relationship with their mutual boss). Both stem from a place of insecurity, they write, and are generally reactions to stress-related concerns.
\nFor example, Tom could be jealous of Sally\u2019s newfound closeness to the boss because he\u2019s worried he\u2019ll be overlooked when it comes to the dividing of responsibilities or development opportunities.
\nDogan and Vecchio also note that an individual\u2019s personal life has a strong correlation with the manner in which they respond to workplace stressors.
\n\u201cFor example, a person may have experienced strong feelings of competitiveness in childhood (such as severe sibling rivalry)\u2026\u00a0 [and] a person who has frequently experienced envy or jealousy outside of the workplace may be more prone to these feelings in dealing with coworkers and supervisors,\u201d they write.<\/p>\n

\u201cJealousy is a mirror to that inner world of desire that has been unfulfilled.\u201d \u2013 Karen Gately<\/p><\/blockquote>\n

Dogan and Vecchio cite job insecurity as the perfect breeding ground for jealousy. If this was the case in 2001, it must be even more true today. They say the element of competition that\u2019s introduced when headcount drops can cause people to feel \u201cthreatened by management and their co-workers because they\u2019re questioning who may be next to go\u201d.
\nJealousy can bring a variety of other destructive behaviours with it, says Caryn Walsh, organisational development strategist and team building specialist.
\n\u201cPeople who are jealous very seldom keep that jealousy to themselves. It tends to come out in their behaviours, such as snide or cutting comments or passive aggressive behaviours,\u201d says Walsh.
\nShe says such behaviour can result in employees being overly critical of one another (to their face or behind their backs) or they might be resistant towards collaborating with or assisting them, meaning opportunities for innovation are hampered. In the most extreme cases, Walsh says it could even lead to a team member sabotaging someone\u2019s work or causing a normally positive workplace culture to feel off balance.
\n\u201cIf morale is low, that can be detrimental to the outcomes of the entire team,\u201d says Walsh. \u201cGoals might be affected or compromised. Ultimately, that leads to an unhealthy and toxic workplace culture.\u201d
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A preventative measure<\/h3>\n

\u201cJealousy is a mirror to that inner world of desire that has been unfulfilled,\u201d says Karen Gately, founder of HR consultancy Corporate Dojo.
\n\u201cMost of us will feel jealous but we\u2019re very hesitant to admit it. We\u2019re more likely to acknowledge that we feel hard done by or mistreated. It takes a pretty emotionally intelligent person to be able to say, \u201cOoh, I feel a bit of envy coming on\u201d. If you can see that emotion, you can start to unpack it.\u201d
\nIt\u2019s a completely normal emotion to experience, says Gately. It\u2019s how you deal with it that matters most.
\nLeaders and HR professionals play an important part in shaping individuals\u2019 responses to jealousy, she says.
\n\u201cThe more we can properly understand the aspirations of the people in our teams \u2013 what they\u2019re hoping to achieve in their work life \u2013 and the more we\u2019re coaching and supporting them, the less likely jealousy will arise.\u201d
\nFor example, when Sally is promoted over Tom, Tom\u2019s manager will be able to nip his jealousy in the bud by saying, \u201cI know you might have thought this role would go to you, but here\u2019s our plan to develop you and here\u2019s when we think you\u2019ll get to where you want to be\u201d.
\n\u201cIf someone feels they\u2019ve been overlooked for a promotion two or three times [and it\u2019s not acknowledged by management], that person can start to feel seriously sidelined,\u201d says Gately. \u201cHaving an open conversation about this means those feelings can be put to the side.\u201d
\nGately adds: \u201cIt\u2019s about creating a cultural environment, that HR can lead, where there\u2019s an awareness that these emotions exist in the workplace paired with ongoing coaching conversations\u2026 that way we\u2019re proactively getting in front of the jealousy.\u201d
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Turning jealousy into motivation<\/h3>\n

Well managed jealousy can act as a motivational push, suggests Nihar Chhaya, president of PartnerExec, in an article<\/a> for the Harvard Business Review. <\/i>However, it can just as easily derail one\u2019s career progression efforts. So, how do you find that sweet spot?
\nChhaya says it\u2019s about managing your feelings as soon as they crop up \u2013 he points to 2019 research<\/a> which shows that most people experience the majority of their jealousy before something happens rather than after it has occurred.
\nThe research, published in the journal of Association for Psychological Science, <\/i>highlights that it\u2019s common for humans to experience heightened emotions about future events \u2013 our imaginations often run wild and many of us have a natural tendency to lean towards negative thinking.
\nSo when you hear news that results in a pang of jealousy \u2013 say, a colleague has been given a pay raise when you\u2019ve been working equally as hard as them \u2013 Chhaya says it\u2019s best to acknowledge the feeling but not let it fester.
\n\u201cWhen envy grips you, if you begin to \u201cfeel bad about feeling bad,\u201d you essentially turn a human emotion we all feel into even more painful self-loathing and shame,\u201d he writes.
\nFor HR professionals coaching an employee through this experience, he suggests encouraging them to examine why they felt a pang of envy in the first place.
\nWhat can be learnt from that? Is there room to improve? With the answers to these questions in hand, HR professionals can work with leaders to create a concrete plan of action, be that a development plan, clarity around pay scales or new\/more responsibilities.
\n[the_ad id=”1630″]<\/p>\n

Slaying the green-eyed monster<\/h3>\n

One way to steer jealousy into a more positive place is to identify those who are high performers (and therefore likely to be the victims of workplace jealousy) and create mentor roles for them to step into.
\n\u201cGreat organisations are those that have a mentor or buddy system,\u201d says Walsh.
\nFormal, cross-organisational mentorship is important, she adds, because it not only gives the jealous employees the opportunity to learn something valuable from those they might consider to be doing better than them, but it\u2019s also a safe and helpful avenue for them to vent.
\n\u201cIf you\u2019ve got a situation where someone feels jealous because they were passed over for a job, for example, they might be able to go to their mentor to talk about it,\u201d says Walsh. \u201cThey can talk about it and the mentor can put a framework in place to help them to get the job they want in the future.\u201d
\nGately says mentorship can also act as an important reality check.
\n\u201cIf you go to a trusted mentor and you\u2019re peeved at somebody, but you\u2019re actually just jealous, they\u2019re more able to hold up the mirror and say, \u2018What\u2019s this really about? Because it seems more like you\u2019re disappointed.’\u201d
\nWalsh adds that it\u2019s important to implement bystander training in order for other colleagues to be able to call out jealous behaviour before it gets out of hand.
\nJealousy has a long tail when it\u2019s not addressed, says Gately. \u201cWhile we might be able to roleplay that we\u2019re not jealous, it will rear its ugly head at some point and it is evident to other people because there can be a shift in our body language or our energy levels, or our mindset and emotions in relation to that other person.\u201d
\nShe encouraged HR professionals to ask employees this question: \u201cAre you going to let it inspire you to get to where you want to be? Or will you let it eat you away?\u201d
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While jealousy might feel like a private emotion, when it seeps out in the workplace it can have significant impacts on culture. Jealousy is one of those emotions we can\u2019t escape. And it can easily overcome us in the workplace. It crops…Read More 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