HR-differentiation and envy

Abstract

Human Resource Differentiation (HRD) in training is often carried through by organizations to promote competition and enhance motivation in the workplace. However, research on the outcomes of HRD in training is scarce. By suggesting HRD in training as an antecedent to malicious and benign envy, this study seeks to set focus on the outcomes of differentiating between employees. The purpose of this study is to explore the relationship between Human Resource Differentiation in training and malicious and benign envy, as well as the buffering effect of HQLMX on the relationship between HRD in training and malicious envy. A cross-sectional survey among 221 respondents showed that HRD in training has a positive relationship with malicious envy. However, the study failed to show a relationship between HRD in training and benign envy. The study also failed to show a moderating effect of HQLMX on the relationship between HRD in training and malicious envy. The findings suggest that HRD in training should be carried through with caution, as malicious envy may lead to employee behavior negatively influencing the organization. Further, the findings suggest that managers should be transparent with employees in developmental processes, and provide frequent feedback on employee performance. This study also contributes to research arguing for the separation of the envy construct into malicious and benign types of envy, as well as presenting HRD in training as a new antecedent to malicious envy.