A social comparison model of task performance and interpersonal behaviors

We develop and test a model that examines how task performance may influence interpersonal behaviors at work. Building on social comparison theory, we predict that employees with higher task performance are more likely to perceive themselves to be admired and envied and these perceptions may differentially predict their interpersonal behaviors toward co-workers. We also theorize humility as a moderator of these mediated relationships. Results from a two-wave, multisource study of employees in an advertising agency revealed that perceptions of being admired mediated the relationship between task performance and prosocial behavior and that perceptions of being envied mediated the relationship between task performance and ostracism. In addition, humility weakened the relationship between task performance and ostracism via perceptions of being envied. However, humility did not moderate the relationship between task performance and prosocial behavior via perceptions of being admired. Theoretical and practical ...