Envy mediates the relation between low academic self-esteem and hostile tendencies

In previous research, there has been little discussion about mediators or moderators that affect the negative relation between self-esteem and hostile tendencies. In the current article, we propose a model in which envy mediates that relation in the academic context. Across three studies, with correlational (N₁ = 303), experimental (N₂ = 76), and round-robin designs (N₃ = 330), results revealed that academic self-esteem indirectly influenced hostile tendencies through envy. In Studies 2 and 3, the indirect effect was moderated by the performance context. Results suggest that individuals with low academic self-esteem may exhibit hostile tendencies because of feelings of envy, especially in highly competitive contexts. Findings are discussed with respect to theoretical implications for research on personality and interpersonal perceptions.     

A baldrige process for ethics?

In this paper we describe and explore a management tool called the Caux Round Table Self-Assessment and Improvement Process (SAIP). Based upon the Caux Round Table Principles for Business — a stakeholder-based, transcultural statement of business values — the SAIP assists executives with the task of shaping their firm’s conscience through an organizational self-appraisal process. This process is modeled after the self-assessment methodology pioneered by the Malcolm Baldrige National Quality Award Program. After briefly describing the SAIP, we address three topics. First, we examine similarities and differences between the Baldrige approach to corporate self-assessment and the self-assessment process utilized within the SAIP. Second, we report initial findings from two beta tests of the tool. These illustrate both the SAIP’s ability to help organizations strengthen their commitment to ethically responsible conduct, and some of the tool’s limitations. Third, we briefly analyze various dimensions of the business scandals of 2001–2002 (Enron, WorldCom, Tyco, etc.) in light of the ethical requirements articulated with the SAIP. This analysis suggests that the SAIP can help link the current concerns of stakeholders — for example, investors and the general public — to organizational practice, by providing companies with a practical way to incorporate critical lessons from these unfortunate events. An earlier version of this paper was presented at the “Ethics and Social Responsibility in Engineering and Technology” meeting, New Orleans, 2003.