Do consider yourself quarrelsome, difficult, and stubborn? If so, congratulations; you may be earning more than your more cooperative and well-mannered colleagues. That’s the conclusion revealed in “Do Nice Guys — and Gals — Really Finish Last?,” a study soon to be released in the Journal of Personality and Social Psychology. Timothy Judge of the University of Notre Dame, Beth Livingston of Cornell University, and Charlice Hurst of the University of Western Ontario looked at who makes the most money and found that disagreeable men win out over everyone else.
I fell into a funk for several days after reading their paper because while I may not consistently practice kindness (as Chronicle blog commenters seem to delight in reminding me), I admire it in others very much. That made it all the more depressing to learn that nasty men earn up to 18 percent more than other men and the premium for cantankerous women is about 5 percent. Time to paint a big “s” for sucker on my forehead for spouting off about the importance of civil behavior? Maybe, maybe not.
If making more money than your colleagues is important, then being rude seems to be a good strategy. If having friends and collaborators, reducing stress, and not getting fired matters at all, then this study (mercifully) indicates that you might want to demonstrate a little human decency. But wait! How many tenured faculty members lose their jobs over being rude? Hmmm … parts of this research may not apply to academe.
The researchers offer several hypotheses to explain why people who are aloof, hypercritical, and dismissive of others make more money. One possibility is that pay decision makers believe warmth is negatively correlated with competence. Another is that disagreeable people value money over relationships and family harmony and are willing to throw colleagues under the bus or move from job to job to job in order to increase their pay. Having both inherited and accidentally hired rude people in the past, I have an additional theory. I think it’s quite possible that managers cave into the salary demands of pushy people because it is easier than arguing with them.
After thinking about this research for a bit, I’m feeling a little more optimistic about how to use these research findings to make the academic workplace a bit more humane. Rather than rewarding the jerks, what if we empowered the pay decision makers to be “conflict comfortable?” Instead of bowing to demands and bullying, what if managers felt strong enough to say, “We don’t reward your kind of behavior. If you want a raise, maybe it’s time for you to move along.” Naïve, on my part?

