Confidence, persistence, and ingenuity are traditionally viewed as quintessential traits for success in the workplace. Conventional wisdom upholds these qualities as the bedrock of professional achievement. However, new research from Rutgers suggests that less commendable characteristics, such as a tendency to enforce the status quo, also hold value within team settings. According to a study published in the Journal of Occupational Health Psychology by Cong Liu, an expert in organizational behaviour at the Rutgers Graduate School of Applied and Professional Psychology, environments with high levels of envy might lead to the ostracization of the most competent team members. This, in turn, could prompt these high performers to engage in actions that sabotage productivity.

Cong Liu’s research indicates a complex workplace dynamic where positive and negative behaviours contribute to the overall functionality. Over time, evidence has accumulated suggesting that the dichotomy between constructive and destructive workplace behaviours is not as clear-cut as previously thought. Liu’s study sheds light on a phenomenon where high-performing individuals, who typically drive team success, become the targets of exclusion by their peers. This exclusion not only demotivates but also may lead these high performers to underperform, effectively transforming them from assets to liabilities intentionally.

This intricate relationship was explored through a survey involving 630 employees across 131 teams in various industries in China, including healthcare, finance, real estate, and manufacturing. Most of these teams were composed of three or more members, with a predominance of female participants with an average tenure of about six years. While the study was localized to China, the insights are considered universally relevant, particularly in collaborative, team-based work cultures like those prevalent in the American corporate landscape.

The research process involved two surveys conducted a month apart. In the initial study, employees assessed their levels of proactivity, envy, coworker ostracism, negative emotions, and job satisfaction. The follow-up survey asked them to measure their own ‘production deviance’ or the extent of their intentional underperformance. The analysis revealed a significant correlation between high levels of envy and the ostracization of proactive team members, which increased production deviance among those ostracized.

The implications of these findings are profound, especially considering that previous studies have shown that poor management of team dynamics can lead to substantial drops in productivity. Even minor disruptions can have amplified effects in a modern work environment that heavily relies on teamwork and collaboration. Thus, addressing issues such as team-based ostracism and the resultant decline in production is crucial, albeit challenging. Cong Liu emphasizes the importance of recognizing the underlying human emotions that contribute to such dynamics, including jealousy, envy, and pride, as well as the impact of ‘upward comparison’—the feelings of inadequacy that can arise when employees compare themselves to more successful colleagues.

In a competitive corporate culture where performance metrics are publicly acknowledged and competition is fostered, these feelings can intensify, making it even more essential for managers to intervene effectively. For example, in sales environments where team members might collectively benefit from one member exceeding sales targets, management might still perceive those who underperform as less effective. This perception can lead to a culture where being a ‘middle performer’ might seem like the safest bet, discouraging employees from striving for excellence. To mitigate these negative dynamics, Liu suggests that employers and managers recognize and evaluate each employee on their merits rather than in comparison to top performers. Encouraging proactive behaviours while ensuring that performance evaluations are based on the required outputs and not just about the highest achievers is crucial. Managers can foster a more inclusive and supportive workplace environment by treating each team member as an individual and valuing their unique contributions. This approach is not only about effective management but is also a strategic advantage that can drive long-term success in today’s collaborative and innovative business climate.

More information: Cong Liu et al, Proactive employees perceive coworker ostracism: The moderating effect of team envy and the behavioral outcome of production deviance, Journal of Occupational Health Psychology. DOI: 10.1037/ocp0000389

Journal information: Journal of Occupational Health Psychology Provided by Rutgers University