The Mechanism Underlying Empathy-Related Helping Behavior: An Investigation of Empathy-Attitude- Action Model

Empathy has been an important issue in psychology, education, as well as cognitive neuroscience. Empathy has two major components: cognitive and emotional. Cognitive component refers to the ability to understand others’ perspectives, thoughts, and actions, whereas emotional component refers to understand how others feel. Empathy can be induced, attitude can then be changed, and with enough attitude change, helping behavior can occur. This finding leads us to two questions: is attitude change really necessary for prosocial behavior? And, what roles cognitive and affective empathy play? For the second question, participants with different psychopathic personality (PP) traits are critical because high PP people were found to suffer only affective empathy deficit. Their cognitive empathy shows no significant difference from the control group. 132 college students voluntarily participated in the current three-stage study. Stage 1 was to collect basic information including Interpersonal Reactivity Index (IRI), Psychopathic Personality Inventory-Revised (PPI-R), Attitude Scale, Visual Analogue Scale (VAS), and demographic data. Stage two was for empathy induction with three controversial scenarios, namely domestic violence, depression with a suicide attempt, and an ex-offender. Participants read all three stories and then rewrite the stories by one of two perspectives (empathetic vs. objective). They would then complete the VAS and Attitude Scale one more time for their post-attitude and emotional status. Three IVs were introduced for data analysis: PP (High vs. Low), Responsibility (whether or not the character is responsible for what happened), and Perspective-taking (Empathic vs. Objective). Stage 3 was for the action. Participants were instructed to freely use the 17 tokens they received as donations. They were debriefed and interviewed at the end of the experiment. The major findings were people with higher empathy tend to take more action in helping. Attitude change is not necessary for prosocial behavior. The controversy of the scenarios and how familiar participants are towards target groups play very important roles. Finally, people with high PP tend to show more public prosocial behavior due to their affective empathy deficit. Pre-existing value and belief as well as recent dramatic social events seem to have a big impact and possibly reduce the effect of the independent variables (IV) in our paradigm.

Effect of Organizational Competitive Climate on Organizational Prosocial Behavior: Workplace Envy as a Mediator

Scarce resources are the inseparable part of organization life. This fact that only small number of the employees can have these resources such as promotion, raise, and recognition can cause competition among employees, which create competitive climate. As well as any other competition, small number wins the reward, and a great number loses, one of the possible emotional reactions to this loss is negative emotions like malicious envy. In this case, the envious person may try to harm the envied person by reducing the prosocial behavior. Prosocial behavior is a behavior that aimed to benefit others. The main propose of this action is to maintain and increase well-being and well-fare of others. Therefore, one of the easiest ways for harming envied one is to suppress prosocial behavior. Prosocial behavior has positive and important implication for organizational efficiency. Our results supported our model and suggested that competitive climate has a significant effect on increasing workplace envy and on the other hand envy has significant negative impact on prosocial behavior. Our result also indicated that envy is the mediator in the relation between competitive climate and prosocial behavior. Organizational competitive climate can cause employees respond envy with negative emotion and hostile and damaging behavior toward envied person. Competition can lead employees to look out for proof of their self-worthiness; and, furthermore, they measure their self-worth, value and respect by the superiority that they gain in competitions. As a result, loss in competitions can harm employee’s self-definition and they try to protect themselves by devaluating envied other and being ‘less friendly’ to them. Some employees may find it inappropriate to engage in the harming behavior, but they may believe there is nothing against withholding the prosocial behavior.