The study, published in Discover Psychology by Cicero Eduardo Walter of Brazil’s Federal Institute of Education, Science, and Technology of Piauí, Débora Agllys da Costa and Manuel Au-Yong-Oliveira, examined how a negative social emotion travels through workplace interactions. Rather than measuring envy solely as an internal reaction, the researchers analyzed its relationship with observable social behaviors and innovative engagement. Their central argument is that envy can influence performance indirectly. A person who feels threatened by another employee’s success may not simply work harder or lose motivation; they may also spread negative word-of-mouth or participate in ostracism. These actions alter the social environment around the targeted colleague, potentially making it more difficult for that person to propose, test or champion new ideas.

Psychologists generally distinguish envy from related emotions such as admiration, jealousy and resentment. Envy arises when someone compares themselves with another person who appears to possess a desirable advantage, whether that advantage is status, recognition, expertise, income or access to opportunities. Social comparison is not inherently destructive. Comparing oneself with a high-performing colleague can reveal a path for improvement and motivate learning. The danger emerges when the comparison is interpreted as a threat to self-worth or social standing. In that situation, the envious individual may attempt to reduce the perceived gap not by developing their own abilities, but by diminishing the other person’s reputation or access to the group. The new study focuses on precisely those interpersonal pathways.

One pathway is negative word-of-mouth: comments, rumors or critical statements that circulate among colleagues and shape how others view a target. Such communication can be subtle, appearing as casual skepticism about someone’s competence, motives or achievements, yet it may gradually undermine trust. A second pathway is ostracism, which involves ignoring, excluding or socially isolating a person. In a workplace, ostracism can mean leaving someone out of meetings, withholding informal information, failing to acknowledge their contributions or excluding them from collaborative discussions. These behaviors matter because innovation is rarely an isolated act. New ideas often require feedback, access to resources, cooperation across teams and the freedom to make mistakes in front of others. Social punishment can therefore suppress innovation even when the targeted employee remains technically capable and motivated.

To test the proposed relationships, the researchers used survey responses from employees in both public and private organizations. They analyzed the data with partial least squares structural equation modeling, or PLS-SEM, a statistical approach commonly used to examine networks of relationships among psychological and organizational variables. In a model of this kind, researchers estimate how strongly one measured construct predicts another while assessing several linked pathways at once. Here, the framework connected envy with negative word-of-mouth and ostracism, and then connected those behaviors with innovative engagement. The researchers also used multigroup PLS-SEM to determine whether the patterns differed between public- and private-sector settings. According to the study, the relationships were broadly consistent across the two organizational contexts.

The results support a chain in which envy increases harmful interpersonal behavior, and harmful interpersonal behavior reduces participation in innovation. The analysis does not mean that every envious employee will deliberately sabotage a colleague, nor does it establish that envy alone directly causes an individual to stop innovating. Survey-based modeling can identify associations and plausible explanatory pathways, but it cannot provide the same level of causal certainty as a controlled experiment or a long-term study that tracks behavior over time. Even so, the pattern is important because it shifts attention away from the idea that innovation depends only on personality, talent or financial incentives. An employee may be willing to generate novel ideas, yet become less likely to do so when the surrounding social climate communicates that visibility brings risk.

The authors describe this feedback pattern as the “envy–innovation duality.” Innovation can make an employee conspicuous by attracting praise, promotions, influence or access to influential decision-makers. That visibility may trigger comparisons among colleagues who feel overlooked or disadvantaged. Once envy is activated, negative talk and exclusion can weaken the innovator’s position, reduce collaboration and discourage future experimentation. The resulting decline in innovation may then create a new competitive atmosphere in which recognition and opportunities appear even scarcer. The cycle is not inevitable, but it illustrates how a workplace can undermine its own creative ambitions. A culture that publicly rewards originality without managing the social consequences of unequal recognition may unintentionally intensify the comparisons that fuel resentment.

The findings also help explain why innovation programs sometimes produce disappointing results despite adequate funding, technical expertise and formal encouragement from managers. Organizations frequently describe innovation as an individual trait or a measurable output, such as the number of ideas submitted, patents filed or new products launched. Yet innovative behavior also depends on psychological safety—the perception that one can offer unusual suggestions, challenge established practices and disclose early failures without being humiliated or punished. Ostracism attacks that safety directly, while negative word-of-mouth can make employees cautious about becoming associated with ambitious proposals. If workers believe that success will provoke hostility, they may keep ideas private, avoid taking intellectual risks or focus on conventional tasks that attract less attention.

The study suggests several implications for organizational practice without reducing envy to a problem that can be solved through simple motivational slogans. Managers may need to monitor how recognition, promotions and access to high-profile projects are distributed, while making evaluation criteria as transparent as possible. They can also intervene when gossip or exclusion begins to isolate a colleague, rather than dismissing such behavior as ordinary office politics. Team norms that reward constructive criticism, credit shared contributions and provide structured opportunities for collaboration could reduce the likelihood that innovation is perceived as a personal threat. Crucially, these measures should not stigmatize employees for experiencing envy, which is a common human emotion. The more useful goal is to prevent the emotion from becoming a pattern of social harm.

Because the research relied on anonymous questionnaires and a sample of 209 employees, its conclusions should be tested in larger and more diverse populations. Future studies could follow teams over months or years, combine self-reports with peer evaluations and behavioral records, and examine whether leadership style, organizational culture or national context changes the strength of the observed relationships. Experimental work might also distinguish between “benign” envy, which encourages self-improvement, and more hostile forms that motivate attacks on a rival. For now, the study offers a warning to organizations eager to advertise themselves as innovative: creativity does not thrive on ideas alone. It depends on social conditions that allow successful employees to remain connected to their colleagues, and that keep comparison from turning achievement into a trigger for exclusion.

Cohorts, defined as groups of new employees who are hired and trained together, represent a critical component of many organizations, particularly within the military and professional services such as law and accounting. They have become increasingly prevalent among large corporations, such as Amazon and Walmart, as a strategic approach to hiring. However, the nuances of how these cohorts interact and their impact on individual retention have not been extensively explored until now. The study led by Amit Chauradia, an assistant professor at USF’s Muma College of Business, seeks to fill this gap by providing empirical evidence on the significance of cohort dynamics in employee retention.

One of the primary findings of the study is the so-called "contagion effect" that occurs within cohorts. As newcomers observe their peers engaging in job-seeking behaviors, their likelihood of contemplating similar actions increases significantly. This phenomenon indicates that the social environment within a cohort can heavily influence an individual’s sense of belonging and, consequently, their decision to remain with the organization. New hires are more susceptible to these dynamics, particularly in settings where they lack established bonds or community ties.

Interestingly, the study reveals that the contagion effect can be mitigated if a newcomer possesses a strong preference for the geographic location of their workplace. This suggests that location plays a critical role in employee satisfaction and overall retention. When organizations take into account an individual’s preferences for location during the hiring process, they can potentially buffer against turnover risks associated with cohort behaviors. This insight is particularly vital for organizations that hire a significant number of employees from diverse backgrounds, each with their unique preferences and needs.

Chauradia emphasizes the strategic management of cohorts as a pathway to enhanced retention rates. For organizations to effectively manage their new hires, a deeper understanding of the social interactions that occur within cohorts is essential. Additionally, creating an engaging cohort experience can foster a sense of belonging and commitment among newcomers, thereby reducing their likelihood of leaving the organization prematurely. The ramifications of this research extend beyond mere turnover statistics; they intersect directly with the well-being of organizations as they cultivate a thriving workplace culture.

As the research progresses, Chauradia and his co-author, Daniel Peat, an assistant professor at the University of Cincinnati, plan to delve deeper into the mechanisms that can facilitate effective newcomer development. Their goal is to identify strategies that organizations can employ to cultivate talent and retain valuable human resources. By prioritizing the needs and preferences of new hires, particularly those of the younger workforce, companies can sculpt a healthier organizational environment that encourages talent retention and engagement.

The implications of this study reach far and wide, especially as the workforce becomes increasingly populated by Generation Z. With more than a quarter of the global labor force comprised of this demographic, understanding their unique characteristics and preferences is crucial for future organizational success. Research indicates that a staggering 65% of Gen Z employees leave their jobs within the first year, highlighting a crucial area for intervention that can be addressed through strategic cohort management.

Moreover, the findings align with existing theories of job embeddedness and turnover contagion, illustrating the importance of social connections between employees. By reinforcing positive bonds within cohorts, organizations not only enhance immediate retention rates but can also create a profound impact on the organizational culture as a whole. This interplay between social dynamics and employee behavior lays the foundation for innovative approaches to human resource management that prioritize collective well-being.

To translate these insights into actionable strategies, corporate leaders and HR professionals must rethink their approach to onboarding and cohort management. Rather than viewing cohorts as mere groups of new hires, recognizing and cultivating them as dynamic social entities can yield significant benefits. By facilitating environments where peers are encouraged to support one another, companies can help newcomers establish meaningful connections that anchor them to their organizational roles.

Ultimately, the study by Chauradia and Peat brings forth a fresh perspective on employee retention through the lens of social dynamics within cohorts. Their research offers vital strategies for organizations striving to create a more stable and committed workforce. By embracing the nuances of cohort influence and its effects on newcomer decisions, companies can position themselves to build a sustainable organizational framework that is adept at nurturing talent long into the future.

As the study continues to gain attention within the academic community and beyond, its findings will no doubt contribute to a growing body of literature that seeks to unravel the complexities surrounding workforce dynamics. In an era where employee retention is paramount, this research stands as a beacon for organizations looking to elevate their retention strategies and ultimately foster long-term success.

Through the lens of this transformative study, organizations have a unique opportunity to rethink their onboarding processes and foster a more committed workforce. By valuing cohort management and understanding the social fabric that binds employees together, companies can cultivate an environment where retention becomes not just a goal, but a shared commitment among all employees.

This innovative investigation by the University of South Florida and the University of Cincinnati paves the way for a new understanding of employee dynamics within organizational settings. As companies navigate the evolving landscape of human capital management, the lessons drawn from this research will be invaluable for shaping the future of workforce engagement and retention.

Subject of Research: People
Article Title: The ties that bind: Cohort influence on newcomers staying or leaving their organization
News Publication Date: April 9, 2025
Web References: Journal of General Management
References: Not specified
Image Credits: Credit: USF

Keywords: Cohorts, Newcomer retention, Employee turnover, Contagion effect, Gen Z, Workforce dynamics, Organizational culture, Human resource management.