Self-enhancement and self-protection: the double-edged sword effect of upward performance comparison

Purpose This study, based on social comparison theory, aims to reveal the double-edged sword effect of upward performance comparison (UPC) and to develop strategies and insights for enhancing efficiency in organizational management. Design/methodology/approach Data were collected via a study using a scenario experiment that included 181 participants (Study 1) and a two-wave time-lagged survey of 279 employees (Study 2), providing general support for the hypothesized model. Findings Findings of the study show that UPC was positively associated with employee feedback-seeking behavior and knowledge-hiding behavior, and bottom-line mentality (BLM) plays a mediating role in these relationships. Moreover, we find that employees' family motivation (FM) can amplify the positive relationship between upward performance social comparison and BLM. Research limitations/implications This research constructs a comprehensive framework to elucidate the double-edged sword effect of UPC on employees' behavior, enriching the outcomes of UPC and providing an explanation for existing divided findings. Practical implications The findings of this study can guide managers to improve the performance evaluation approach and consider employees' motivational states to avoid vicious comparisons among employees. Originality/value Drawing on the social comparison theory, this study revealed mostly implications of UPC toward employees' cognitive reactions and workplace behaviors, emphasizing the unique role of FM in the social comparison.