Motivation or burden? The double-edged sword effect of being envied on employees’ taking charge

Purpose Existing research predominantly focuses on the negative effects of being envied on the focal individual’s response, while ignoring the positive aspects. Drawing on social comparison theory, this study aims to examine the dual-path mechanisms of being envied on employees’ taking charge in the workplace. Design/methodology/approach This study examines the model using a multi-source, multi-wave survey. Data were obtained from 432 employees in 93 teams. To test the hypotheses, a multilevel structural equation model approach by Mplus 8 and Monte Carlo parameter-based bootstrapping with R software was used. Findings The results indicated that being envied may lead to an increase in job self-efficacy and positively influence taking charge, while decreasing psychological safety and reducing taking charge. Furthermore, the performance-prove goal orientation (PPGO), strengthened the positive relationship between being envied and job self-efficacy. PPGO moderated the indirect relationship between being envied and taking charge. Specifically, the indirect positive influence via job self-efficacy was stronger for individuals with higher PPGO; that is, the higher the level of PPGO, the stronger the motivational path of being envied positively affects taking charge through increased job self-efficacy. Originality/value The findings on the differential cognitive pathways of being envied in this study help scholars identify the specific mechanism of the double-edged sword effect of being envied and extend the findings of previous studies on being envied, while shedding light on the phenomenon of managing envy and being envied in practice.