How Does Workplace Ostracism Lead to Service Sabotage Behavior in Nurses: A Conservation of Resources Perspective

Work ethics and its relationship with workplace ostracism and counterproductive work behaviours among nurses: a structural equation model

BACKGROUND

The organization's work ethics is the cornerstone to promoting positive nurses' behaviours and overcoming counterproductive ones.

PURPOSE

The current study aims to explore the relationship between work ethics (WEs) and counterproductive work behaviours (CWB) among nurses and testify to the mediating role of workplace ostracism (WO) in this relationship.

METHODS

A descriptive correlational study was conducted in an Egyptian hospital. A convenient sample of staff nurses (N = 369) who agreed to participate in the study answered work ethics, counterproductive work behaviours, and workplace ostracism questionnaires, which were proven to be valid and reliable study measures. Descriptive and inferential statistics were applied, and relationships were presented using structural equation modelling.

ETHICAL CONSIDERATIONS

Ethics Committee approval, written informed consent, data privacy and confidentiality, and participants' rights to voluntary participation and withdrawal were maintained.

RESULTS

The majority of nurses (78.5%) perceived a high level of work ethics while majority of nurses reporting low levels of counterproductive work behaviours and workplace ostracism (82.25%, 75.75%), respectively. In addition to the negative correlations, the findings revealed that WEs have a significant negative influence on each of CWB (β - 0.482, p < 0.005) and WO (β - 0.044, p < 0.005). The regression analysis showed that WEs can negatively predict about 15% of the variance in each of CWB and WO. On the other hand, WO has a positive effect on CWB (β 0.035, p < 0.021) and mediates the relationship between WEs and CWB.

DISCUSSION

Ostracism negatively affects the attitudes of nurses, which in turn results in negative behavioural outcomes (i.e., deviant behaviour).

CONCLUSION

It is imperative for the hospital and nurse managers to establish a work environment that fosters support and cultivate work ethics and ethical work climate with the aim of managing negative work behaviours, enhancing nurses' retention and satisfaction, and eventually improving the quality of patient care.

Mapping the family incivility, dissatisfaction and organizational support after the COVID-19 outbreak

BACKGROUND

Stress is a pivotal aspect of organizational psychology. Although an individual's attitude and behaviour at work have received greater investigation, scant attention has been given to family-related dynamics and their impact on work.

OBJECTIVE

This study contributes to understanding work-family dynamics by investigating the connection between family incivility and job dissatisfaction during the pandemic. Based on the conservation of resources theory, the research explores the potential moderating role of perceived organizational support.

METHODS

The investigation uses structural equation modelling (SEM) for data analysis while controlling for age, gender, and experience. Data has been collected with an adapted scale and time-lag technique in which the first wave encompassed independent variables and demographics. The second wave gathered moderator and dependent variables through a non-probability sampling of IT employees.

RESULTS

Findings reveal a significant positive link between family incivility and job dissatisfaction, implying higher family incivility is linked to increased job dissatisfaction. Moreover, the study indicates that organizational support can mitigate the negative impact of family incivility on job dissatisfaction.

CONCLUSION

This research underscores the pivotal role of organizational support in enhancing employee job outcomes. Hence, organizations should prioritize employee well-being, recognizing it as an integral aspect of their functioning.

Post COVID-19 workplace ostracism and counterproductive behaviors: Moral leadership

BACKGROUND

The wide proliferation of Covid-19 has impacted billions of people all over the world. This catastrophic pandemic outbreak and ostracism at work have posed challenges for all healthcare professionals, especially for nurses, and have led to a significant increase in the workload, several physical and mental problems, and a change in behavior that is more negative and counterproductive. Therefore, leadership behaviors that are moral in nature serve as a trigger and lessen the adverse workplace effects on nurses' conduct.

AIM

this research is directed to explore the impact of post-COVID-19 workplace ostracism on nurses' counterproductive behavior and examine the role of moral leadership as a mediating factor in post-COVID-19 workplace ostracism and nurses' counterproductive behavior.

ETHICAL CONSIDERATION

Ethical review and approval Was received from Ethical Committee at the Faculty of Nursing, Alexandria University, Egypt.

METHODS

A cross-sectional and correlation study was implemented in all units of medical, surgical, critical and intensive care units by using three tools; moral leadership questionnaire, Workplace Ostracism Instrument (WOS), and Counterproductive Work Behaviors Questionnaire (CWBs). A convenient sample of 340 from 699 bedside nurses was granted.

RESULTS

This study revealed that nurses' perceived moderate mean percent (55.49 ± 3.46) of overall workplace ostracism and counterproductive behavior (74.69 ± 6.15). However, they perceived a low mean percentage of moral leadership. There was a significant positive correlation between workplace ostracism and counterproductive behavior. Otherwise, a significant negative correlation was found between moral leadership, workplace ostracism and counterproductive behavior. Also, this study proved the mediating effect of moral leadership in decreasing workplace ostracism by 79.3% and counterproductive behavior by 36.7%.

CONCLUSION

Hospital administrators need to be aware of the significance of moral leadership and apply integrity in the clinical setting to reduce the drawback of isolation on nurses' conduct and increase value for the organization as a whole and nurses in particular.

Workplace Ostracism Effects on Employees' Negative Health Outcomes: Focusing on the Mediating Role of Envy

Employee health is crucial to organizational success. However, workplace ostracism (WO) has significant negative effects on employee health. Numerous researchers have extensively examined how WO influences employees' negative health (job stress, burnout); however, the focus on mediating effects in the relationship between WO and health has been lacking. This study examined the cognitive evaluation response to WO by employees who perceive they have been ostracized because another employee envies them. The psychological defense mechanism is expected to be activated-thus triggering job stress and burnout. We investigated envy perceived by individuals as a mediator of WO, job stress, and burnout using data from a 2-wave longitudinal survey of 403 employees of a South Korean firm. We found that employees perceived WO. Specifically, based on the sensitivity to being the target of a threatening upward comparison theory, it was confirmed that envy was a mediator in the relationship between WO and negative health outcomes. Our results are the first to show that the perception of envy can mediate the maintenance of a positive self-image in the context of WO in South Korea. The results suggest that a greater awareness of and focus on envy, and WO is required.

Will I speak up or remain silent? Workplace ostracism and employee performance based on self-control perspective

Drawing on the self-control perspective, this study investigated the buffering effect of emotional suppression in reducing the harmful influence of workplace ostracism on employee performance. The research also studied the mediating role of employee silence and voice behaviors based on social exchange theory. We performed moderated mediation analysis on responses received from 159 employees working in the financial industry of the Southern Punjab region of Pakistan. The results showed that workplace ostracism harms employee performance via employee silence and voice behaviors. Furthermore, emotional suppression moderated the mediated relationship between workplace ostracism and employee performance. The results indicated that if ostracized employees adopt voice behavior, emotional suppression cannot aid them in performing better as compared to those who remain silent and regain their self-esteem. Our findings highlight the importance of emotional suppression capability in reducing the damaging outcomes of ostracism in organizational settings.

How and when workplace ostracism influences employee deviant behavior: A self-determination theory perspective

Drawing on self-determination theory, this study examines the relationship between workplace ostracism and deviant behavior by focusing on the mediating role of basic psychological needs and the moderating role of perceived inclusive climate. Findings based on the analysis of 247 valid survey samples suggest that (1) workplace ostracism has a significant positive impact on employees’ deviant behavior; (2) basic psychological needs mediate the relationship between workplace ostracism and employees’ deviant behavior; and (3) employees’ perceived inclusive climate weakens the negative effect of workplace ostracism on basic psychological needs. This study develops new perspectives for workplace ostracism research, extends the factors that influence employees’ deviant behavior, and expands the boundary conditions of organizational difference in self-determination theory. Moreover, these empirical results provide important theoretical guidance to decrease employees’ deviant behavior in organizations.

Linking Leader’s Behavioral Integrity With Workplace Ostracism: A Mediated-Moderated Model

Drawing on the social exchange theory (SET) and research on leadership influences, we developed and inspected a multilevel model to test the conditions and mechanisms through which a leader’s behavioral integrity (LBI) deters workplace ostracism (WO). We used trust as a mediator and the narcissistic personality of a leader as a boundary condition in the connection between a LBI and WO. Data were collected from 249 employees working in different five- and four-star hotels in Pakistan over three time lags. The statistical results revealed that a LBI reduces WO. Additionally, a LBI has an indirect effect on WO through interpersonal trust. We did not find statistical support for the moderating role of the narcissistic personality of a leader in the relationship between a LBI and WO. Implications, along with limitations and future research directions, are also discussed.

Work-Related Factors Associated With Burnout Among Peruvian Nurses

Introduction:

Commonly, burnout in nurses has influenced their performance. The contribution of this study allows to broaden the knowledge of the performance-burnout relationship and identifies the work performance in nurses as a precursor of burnout.

Objective:

The study aimed to examine the factors of work performance of nursing staff that influence burnout.

Methods:

A descriptive cross-sectional design was used and a total of 340 nurses from the department of Puno in Peru participated. Demographic, job performance, and burnout data were collected.

Results:

Job performance factors, such as counterproductive behavior, positively influenced burnout, while task and context performance negatively influenced burnout. These variables explained 28.54% of the variance of burnout among nurses.

Conclusion:

Job performance factors have a significant impact on burnout. To reduce burnout, workforce resources that motivate, engage, and monitor nurse performance must be identified individually or organizationally. There is a need to develop training that promotes the improvement of emotional skills for better performance and the reduction of professional burnout.

Qualitative Study on the Toxic Triangle Integration of Leadership Ostracism

Leadership ostracism widely exists in all types of organizations, yet specific study regarding this trend is limited. With this study, we explore the influencing mechanisms of leadership ostracism through case interview based on literature analysis and grounded theory. Results show that leadership ostracism is the integration of a triadic interaction process between subordinate performance, leadership characteristics, and organizational environment. Based on Padilla's destructive leadership toxic triangle model, we constructed a toxic triangle model of leadership ostracism. Through comparison, we found that these two triad models overlap in the areas of narcissism and power consciousness of supervisors, the self-concept of subordinates, and the management system of situational factors, indicating that leadership ostracism is itself a type of destructive leadership. In addition, the uniqueness, and differences in leadership ostracism are reflected in the model, including stereotypes, and results orientation of supervisors, political skills, job performance, and cognitive style of subordinates, the power distance, Chaxu climate, and organizational politics of the situational elements. Theoretical and practical implications are discussed in the research field that provides prospects for future orientation.

The Relationship between Workplace Violence and Innovative Work Behavior: The Mediating Roles of Employee Wellbeing

It has been contended that violence is prevalent in the workplace, and there has been increasing research interest into its potential effects. Human interactions at workplaces are apparent. However, the interactions among humans may have positive or negative dimensions. Usually, the positive or negative interactions between workers lead to different outcomes. Sometimes, they lead to a productive working environment; however, in some cases, they lead to toxicity among workers. In this study, we investigate the impact of workplace violence (WV) on innovative work behavior (IWB). Specifically, it examines the impact of the three dimensions of WV, namely, harassment, mobbing, and sabotage. Moreover, employees’ wellbeing mediates the relationship between WV (harassment, mobbing, and sabotage) and IWB. A questionnaire survey approach was used in this study. The target population were the workers of SMEs entrepreneurs located in Guangdong Province (China). The results confirm that, in the direct relationship, WV (harassment, mobbing, and sabotage) has a negative relationship with innovative IWB. Moreover, results also confirm that employee wellbeing is mediated between WV (harassment, mobbing, and sabotage) and IWB. Therefore, the empirical results of this paper identify that workplace violence reduces employees’ innovative work behavior by reducing their subjective and eudemonic wellbeing, which further broadens the perspective of IWB’s motivation analysis. Practical implications for small and medium enterprise organizations have also been discussed in this paper.