TO HELP OR TO HARM? PERFORMANCE SOCIAL COMPARISONS, SOCIAL EMOTIONS, AND INTERPERSONAL BEHAVIORS

Abstract

Research on the relationship between job performance and interpersonal experience has presented mixed results. In this dissertation, I draw on social comparison theory and suggest that employees’ performance relative to a coworker affects their interpersonal behaviors toward the coworker via the mediation of different social emotions, which are contingent on perceived control over relative performance. Upward comparisons can evoke envy and inspiration, and envy (inspiration) is more likely when employees have lower (higher) perceived control over reducing the gap. Downward comparisons can evoke contempt and compassion, and contempt (compassion) is more likely when employees have higher (lower) perceived control over maintaining the gap. I also examine implicit person theory and overall justice as predictors of perceived control. Furthermore, I propose that envy and contempt promote social undermining and inhibit interpersonal helping, whereas inspiration and compassion have the reverse effects. I tested the hypotheses with a time-lagged dyadic study.