The Relationship of Social Exclusion at Work With Self-Defeating Behavior and Turnover

An Examination of the Relationships between Psychological Resilience, Organizational Ostracism, and Burnout in K-12 Teachers through Structural Equation Modelling

Psychological resilience, burnout, and ostracism are significant variables that may affect teachers' performance and well-being. While psychological resilience is the ability of individuals to cope with the challenges of life/work and could support teachers in performing their profession, burnout (i.e., high levels of emotional exhaustion and desensitization) and ostracism (i.e., being ignored by others in the workplace) could lead to serious negative outcomes for both teachers and the educational system. Despite their significance, studies addressing the relationships between these variables are rare. Therefore, this study aimed to investigate the relationships between teachers' psychological resilience, burnout, and organizational ostracism. The study used structural equation modeling (SEM) to test the hypothetical relationships between these variables. The participants were selected using a simple random sampling method among K-12 teachers working in Elazig, Turkey. The data were collected using Psychological Resilience Scale-Short Form, Organizational Ostracism Scale, and Burnout Syndrome Inventory-Short Form. Data obtained from 309 K-12 teachers were analyzed using path analysis. The findings showed that teachers' psychological resilience was quite low, whilst they experienced high levels of burnout and organizational ostracism. The results also showed a negative relationship between their psychological resilience and organizational ostracism and burnout while determining a positive relationship between ostracism and burnout. Psychological resilience was determined to have a moderating role in the relationship between organizational ostracism and burnout. Implications were suggested for both research and practice.

Holding Up a Democratic Facade: How ‘New Work Organizations’ Avoid Resistance and Litigation When Dismissing Their Managers

New work is used as a general term to summarize professional developments in contemporary work style, structure and modus of organizations and society—this means collaborative work and flexible working hours on individual levels, and flat hierarchies and participatory decision-making on organizational levels. Contemporary corporations strive to orient toward the concept of new work to keep up with stakeholder demands, for instance in their branding strategies as an employer. However, studies on organizational practices indicate that alongside explicit values and agendas, organizations tend to slyly exert power to secure their (economic) interests. Constructive dismissal is one such instance where contractually protected employees are made to resign their positions because the work environment is altered to become increasingly unbearable. This research analyzes two case studies to explicate routine dismissal procedures at the managerial level in two internationally operating German corporations. Both corporations explicitly profile as new work environments and are structured according to democratic principles including flat hierarchies, feature institutionalized diversity management including control committees for equal opportunities, and emphasize values such as workplace dignity, employee agency, and equality. The data contain long-term participatory observation collected over a 6-month period from two managers of 5 and 8 years of experience in managerial duties. The content analysis of data reveals characteristics of everyday processes in these organizations especially in terminating managers. The findings are presented as the ‘model of the silent dismissal,’ containing seven types of managerial termination carried out by implicit power and symbolic conventions that circumvent subject participation and litigation in an effortless manner. After exposing the model’s mechanisms, we turn to discuss its meaning for both terminated and surviving subjects against a critical theoretical framework of neoliberalism, democracy, and power.

A quarantined lodging stay: The buffering effect of service quality

How do guests feel during their stay at quarantine lodging? This study draws on terror management theory and social exclusion theory to synthesize a model that highlights guests' perceptions about their experience under enforced isolation. The model articulates guests' feeling of anxiety and loneliness, whereas quality of service presents warmth and care that activates an anxiety buffer mechanism that mitigates the effect of anxiety. In turn guests' level of anxiety is further explained by an interaction between their health status and the length of stay. Results point to a conduit for studying the dark side of hospitality, opening up research avenues that could help assess broader social behavioral changes during the global pandemic, while offering operators revelations for lodging management during a crisis.

Synergistic effect of autonomy and relatedness satisfaction on cognitive deconstruction

We connected self-determination theory (SDT) and escape theory to deepen the understanding of the antecedents of cognitive deconstruction by introducing autonomy and relatedness satisfaction. Based on three laboratory experiments, results showed a limited determining role of autonomy satisfaction (Experiment 1); however, the causal relationship strengthened when autonomy satisfaction was in conjunction with relatedness satisfaction (Experiments 2 and 3). Relatedness satisfaction constantly predicts all symptoms of cognitive deconstruction. Importantly, all independent explanatory powers of the two require satisfactions when explaining that the symptoms of cognitive deconstruction were qualified by their interaction terms. Regardless of relatedness satisfaction, autonomy satisfaction always positively relates to time orientation. The relationship between autonomy satisfaction and meaninglessness is only negative when relatedness satisfaction is low. The relationship between autonomy satisfaction and delayed gratification is only positive when relatedness satisfaction is high.

Impact of knowledge sharing on job satisfaction and innovative work behavior: the moderating role of motivating language

Purpose

The purpose of this paper is to understand the influence of knowledge-sharing behavior (KSB) on the innovative work behavior (IWB) and job satisfaction (JS) among employees considering the moderating role of motivating language (ML) of supervisors.

Design/methodology/approach

The hypothesized relationships were examined applying modeling of structural equation and hierarchical multiple regression analysis. The data was collected from Chinese multinational companies in Kazakhstan with final sample of 322 respondents.

Findings

The findings suggest that the link between KSB and JS is significantly positive with the moderating impact of ML, while KSB itself has significantly negative effect on JS. Moreover, ML buffers the insignificant effect of KSB on IWB.

Originality/value

Research is atypical, as it has focus on the moderating roles of ML in the direct relationship of employee KSB and JS, and in the direct linkage of employee KSB and IWB in Chinese multinational organization in the network field.

Can mindfulness overcome the effects of workplace ostracism on job performance?

With a basis in the transactional theory of stress and coping, this study investigates the relationship between employees' exposure to workplace ostracism and their job performance, while also considering the mediating role of acquiescence silence and the moderating role of mindfulness. Multisource, three-wave data from employees and their peers in Pakistani organizations reveal that ostracism in the workplace hinders job performance because employees passively withhold relevant ideas about their work due to feelings of acquiescence. The mediating role of acquiescence silence is mitigated if employees can draw from their mindfulness trait. This study accordingly identifies a key mechanism - the passive withholding of pertinent ideas, based on submission - by which workplace ostracism hampers job performance, and it reveals how this process might be contained by encouraging employees' receptive attention and awareness focused on present experiences.

A moderated mediation model of workplace ostracism and task performance

Purpose

Ostracism within organizations may pose communication challenges and reduce opportunities for interactions, potentially affecting coworker knowledge sharing and subsequent performance outcomes. Drawing on conservation of resources theory, the purpose of this paper is to examine whether knowledge sharing mediates the association between workplace ostracism and employees’ task performance, and whether the mediating effect is moderated by task interdependence.

Design/methodology/approach

Matched data were collected from a two-wave survey among 210 employees and their direct supervisors who work in two Chinese enterprises.

Findings

Results indicate that workplace ostracism is negatively associated with task performance and that knowledge sharing mediates this relation. Further, task interdependence exacerbated the main effect of workplace ostracism and the indirect effect of knowledge sharing.

Originality/value

This paper offers an alternative perspective (i.e. pragmatic impacts of workplace ostracism) to understand how workplace ostracism undermines employees’ task performance. Moreover, the findings emphasize that contextual factors may strengthen the detrimental effects of workplace ostracism in the practical domain.

Social Relationships and Turnover: A Multidisciplinary Review and Integration

Although there has been a notable increase in research on the effect of social relationships on turnover across different disciplines, including management, sociology, communication, applied psychology, corporate strategy, and economics over the past two decades, this stream of research has not been complied into a thorough and theoretically insightful review. In this article, we review and integrate the literature on social relationships and turnover by (a) defining social relationships broadly; (b) taking an interdisciplinary approach; (c) examining relational components embedded in turnover theories; (d) summarizing findings on the association between behavioral, structural, and psychological features of social relationships and turnover; (e) explaining how the findings can contribute to extant turnover theories; (f) discussing operationalizations of social relationships; (g) identifying limitations of prior research and theories; and (h) providing directions for future research. Our review charts what is known and unknown about the association between social relationships and turnover with the goal of laying out a path for moving forward.

Ostracizing targets of workplace sexual harassment before and after the #MeToo movement

Purpose

The purpose of this paper is to explore the connections between sexual harassment and ostracism both before and after the modern day #MeToo movement. It outlines how the birth of the #MeToo movement lessened the impact of ostracism, empowering victims to report their abusers.

Design/methodology/approach

This paper provides an overview of the ostracism literature, and discusses why ostracism has historically prevented individuals from disclosing workplace abuse. It also examines recent and historical cases of sexual harassment where ostracism has both inhibited targets of sexual harassment from reporting and harmed those who stood up for their right not to be harassed.

Findings

Both purposeful and non-purposeful ostracism have negative impacts on employees and organizations as a whole, and the fear of ostracism prevented many from disclosing harassment and abuse in the workplace. The #MeToo movement, by nature, is antithetical to ostracism by building community and freeing people to seek justice. This paper makes practical recommendations for organizations that wish to help prevent ostracism as a response to workplace sexual harassment disclosure.

Research limitations/implications

Both purposeful and non-purposeful ostracism have negative impacts on employees and organizations as a whole, and the fear of ostracism prevent many from disclosing harassment and abuse in the workplace. The #MeToo movement by nature is antithetical to ostracism, building community and freeing people to seek justice. This paper makes practical recommendations for organizations that wish to prevent ostracism as a response to workplace sexual harassment disclosure. Additionally, it provides future research directions to explore the empirical link between the disclosure of sexual harassment and ostracism.

Originality/value

This paper analyzes a crucial barrier to reporting sexual harassment. It both examines the consequences of ostracism and highlights how the threat of ostracism can be overcome through intentional organizational efforts.

Relationship Between Workplace Ostracism and Unsafe Behaviors: The Mediating Effect of Psychological Detachment and Emotional Exhaustion

This research tests whether the stressor-detachment model can explain the mechanism between workplace ostracism and employees’ unsafe behaviors. We used a self-report questionnaire to assess Chinese construction workers’ workplace ostracism, psychological detachment, emotional exhaustion, and unsafe behaviors. In total, 349 valid questionnaires were collected. We used cross-sectional structural equation modeling to assess our conceptual model. The results indicate that workplace ostracism has a significant effect on psychological detachment and emotional exhaustion and thus affects employees’ unsafe behaviors. In addition, workplace ostracism could influence employees’ unsafe behaviors through the sequential combination of psychological detachment and emotional exhaustion. Moreover, psychological detachment mediates the relationship between workplace ostracism and emotional exhaustion. Taken together, our findings extend the application of the stressor-detachment model by revealing how workplace ostracism influences employees’ unsafe behaviors.

Factors associated with preschool workers' willingness to continue working

In industrialized countries, the turnover rate of preschool workers is extremely high and now represents a social problem. Consequently, it has become important to promote stable early care and educational environments for this population. Several factors related to working environments are known to affect turnover intention; however, the specific factors related to turnover intention among preschool workers have not yet been identified. Considering this, the objective of the present study was to determine factors associated with preschool workers' willingness to continue working.The participants of this study were 1137 preschool workers based in Nagasaki Prefecture, Japan. Multivariate logistic regression analysis was used to analyze the participants' data, with willingness to continue working for 5 years or more set as the dependent variable.Analysis of the results for all subjects clearly showed that male sex, older age, good mental health, high number of social supports, and good work engagement have a positive effect on willingness to continue working. Further, stratifying the participants in terms of age revealed that for preschool workers under 39 years, male sex, good mental health, high number of social supports, and good work engagement act positively in regard to willingness to continue working. Meanwhile, for those over 40 years, it was found that permanent employment and good work engagement act positively in this regard. Thus, work engagement was the only common factor between preschool workers under 39 and over 40.The findings of this cross-sectional study demonstrate that the factors associated with willingness to continue working among preschool workers differ between younger and older professionals. These findings underline the importance of considering age categories when attempting to maximize such professionals' willingness to continue working.

Workplace ostracism, self-regulation, and job performance: Moderating role of intrinsic work motivation

Drawing from a self-regulation perspective, we examine how intrinsic work motivation changes the relation between workplace ostracism and employee job performance via self-leadership. We test a moderated mediated model with data collected from 101 employees at two points in time. Results provide support for the hypothesis that ostracized employees who are more intrinsically motivated use self-leadership strategies to a greater degree to improve their job performance than their counterparts who are not intrinsically motivated. The findings contribute to research regarding boundary conditions of ostracism theory and have important practical implications.

To defend or to affiliate: The effects of categorical similarity cues after social exclusion

This article proposed that after social exclusion, individuals may react in a hostile or amiable manner, which depends on the type of categorical similarity cues that new groups possess. For excluded individuals, groups that resemble their excluder would provoke a defensive attitude. They also exhibit hospitality to groups that resemble themselves to gain inclusion. In Experiment 1, social exclusion was manipulated by providing a scenario story regarding an individual who was excluded and subsequently wanted to join in new groups. The results indicated that participants in the social exclusion condition avoided groups that resembled the previous excluder, whereas groups that fit their characteristics were preferred. In experiment 2, the cognitive load was manipulated. Heavy cognitive load made participants in the social exclusion condition only avoid groups that resembled the excluder; in contrast, they exhibited no preference for groups that may be suitable for them.

Workplace Ostracism Seen through the Lens of Power

Drawing on approach/inhibition theory of power, we investigated two factors that influence the manner by which victims react to workplace ostracism: the hierarchical status of the ostracizer and the level of an ostracizee's external social support including family, friends, and significant others. Across an experimental vignette study (Study 1) and a field study (Study 2), we found support for a three-way interaction with felt ostracism, ostracizee external social support, and ostracizer status influencing victims' organizational citizenship behavior and deviance directed toward other individuals. In addition, felt ostracism and ostracizee external social support interacted to predict turnover intentions. Overall, victims who were ostracized by a legitimate higher-status authority (e.g., manager) and whose external social support network was limited experienced the most negative outcomes across both studies. Our findings suggest that contextual factors both inside and outside the organization jointly impact the way in which individuals react to perceived workplace ostracism. Implications and future research directions are discussed.

Comparing and Contrasting Workplace Ostracism and Incivility

Despite their shared characteristics, the literatures on workplace ostracism and incivility have evolved in different directions. In this review, we discuss the similarities and differences in the conceptualizations of the two constructs and trace the different measures, histories, theories, and topics covered in the two literatures. Although small, we also review the subset of studies that have directly contrasted the effects of ostracism and incivility within the same study. Subsequently, we outline future research areas for both literatures, with a particular focus on research areas that may produce results that help further differentiate the two constructs.

Examining Workplace Ostracism Experiences in Academia: Understanding How Differences in the Faculty Ranks Influence Inclusive Climates on Campus

Research on the retention of women in academia has focused on challenges, including a "chilly climate," devaluation, and incivility. The unique consequences of workplace ostracism - being ignored and excluded by others in an organizational setting - require focus on this experience as another interpersonal challenge for women in academia. The purpose of this study is to examine differences in the faculty experiences and outcomes of workplace ostracism, and to determine if these experiences are affected significantly by the gender composition of an employee's specific department. Participants were recruited at two time points to complete campus climate surveys that were distributed to faculty at a large, public, research university. We examined the number of reported ostracism experiences (Study 1) and perceived information sharing (Study 2) among male and female university faculty. The findings indicated that female faculty members perceived more workplace ostracism than male faculty members. Analyses of department gender ratios suggested that the proportion of women in the department did not reduce the amount of workplace ostracism experienced by women. No gender differences were found in perceived information sharing. However, we found that Faculty of Color, both men and women, reported more frequent information exclusion than White faculty. These results have important implications for theoretical and practical understandings of workplace demography and suggest that it is necessary to look at subtle, ambiguous forms of discrimination in order to increase retention of faculty from underrepresented groups in academia.

Examining Workplace Ostracism Experiences in Academia: Understanding How Differences in the Faculty Ranks Influence Inclusive Climates on Campus

Research on the retention of women in academia has focused on challenges, including a "chilly climate," devaluation, and incivility. The unique consequences of workplace ostracism - being ignored and excluded by others in an organizational setting - require focus on this experience as another interpersonal challenge for women in academia. The purpose of this study is to examine differences in the faculty experiences and outcomes of workplace ostracism, and to determine if these experiences are affected significantly by the gender composition of an employee's specific department. Participants were recruited at two time points to complete campus climate surveys that were distributed to faculty at a large, public, research university. We examined the number of reported ostracism experiences (Study 1) and perceived information sharing (Study 2) among male and female university faculty. The findings indicated that female faculty members perceived more workplace ostracism than male faculty members. Analyses of department gender ratios suggested that the proportion of women in the department did not reduce the amount of workplace ostracism experienced by women. No gender differences were found in perceived information sharing. However, we found that Faculty of Color, both men and women, reported more frequent information exclusion than White faculty. These results have important implications for theoretical and practical understandings of workplace demography and suggest that it is necessary to look at subtle, ambiguous forms of discrimination in order to increase retention of faculty from underrepresented groups in academia.

In good company

Purpose

– This paper aims to explore the relationships among perceived organizational support, positive relationships at work and intent to turnover through a social exchange theory lens. The main contribution of this paper is the investigation of different types of positive workplace relationships on employee withdrawal behaviors.

Design/methodology/approach

– A 49-item survey was developed through a review of literature related to positive workplace relationships and intent to turnover. Surveys were made available to 200 healthcare employees; 73 surveys were accurately completed and used to test a mediated model of positive relationships at work.

Findings

– Positive relationships at work were found to have a mediating effect between perceived organizational support and intent to turnover. Additionally, perceived organizational support was found to have direct and indirect effects on intent to turnover.

Practical implications

– Managers can affect employees’ intentions to turnover by improving practices that provide support to employees and encouraging positive relationships with coworkers. Additional literature related to our variables of interest suggests that employees perceive more support when their organizations offer commensurate rewards, opportunities for growth and participation in decision making.

Originality/value

– This study speaks to those researchers and managers interested in employees’ motivations for staying in or leaving from their organizations. Turnover and related withdrawal behaviors are expensive for organizations, so discovering the factors that members value offers organizations the ability to affect their members’ intentions to turnover. Additionally, the exploration of relationships between perceived organizational support and positive relationships at work suggests that different support mechanisms play different roles in affecting organizational and individual outcomes.