High performers are defined as the group of talented employees that increase both team and organizational performance. Previous research has suggested that individuals high on cognitive ability are more likely to experience workplace victimization, and high performers might be the target of interpersonal harm. The current study (Kim and Glomb, 2014) extends this line of research by examining the extent to which high performers are victimized due to group members’ envy, and whether work group identification can reduce this potential negative consequence of high performance.
HIGH PERFORMING EMPLOYEES
Compared to average workplace performers, high performers tend to enjoy more financial and social resources, and they receive more attention in their work groups and organizations. As a result, they are often at the risk of being victimized by other organizational members. The researchers conducted two separate studies– one with staff members at a large university in the United States, and the other with employees from three organizations in South Korea. In both samples, high performers were found to be victimized more than low performers.
THE ROLE OF ENVY
As a result of being constantly compared to high performers, the study found that other group members’ self-evaluation might suffer. They also discovered that such feelings of inferiority may motivate group members to victimize high performers, with the intention of reducing their advantages in the workplace. In short, the researchers found that envy usually explained why high performers were more likely to be victimized.
The researchers also found that work group identification can reduce high performer victimization in the workplace. When group members identify themselves with the group and have strong bonds with one another, they don’t tend to develop feelings of envy or don’t let their feelings of envy translate into victimization.
BIG PICTURE TAKEAWAYS
The current study highlights the importance of promoting work group identification, such as engaging in team building activities or social gatherings to reduce envy towards high performers. High performers might also consider downplaying their accomplishments and maintaining a humble outlook to avoid potential victimization in the future.
Kim, E., & Glomb, T. M. (2014). Victimization of high performers: The roles of envy and work group identification. Journal of Applied Psychology, 99(4), 619–634.