Abusive supervision and newcomers’ turnover intention: a perceived workplace ostracism perspective

Wang, Zhenyuan; Du, Jianxia; Yu, Ming‐Whei; Meng, Huaqing; Wu, Junhong

doi:10.1080/00221309.2020.1751043

Cited by 19 publications

(13 citation statements)

References 58 publications

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“…However, work by Kuo, Wu, and Lin (2018) found that LMX was negatively related to supervisor ostracism. Similarly, Wang, Du, Yu, Meng, and Wu (2021) showed that abusive supervision was positively related to new hires’ reports of ostracism by their supervisors, which supports the notion that out-group members are frequently ostracized. Together, these studies suggest that supervisors use ostracism to clearly communicate that the out-group member is not valued.…”

Section: Antecedents Of Workplace Ostracism: Moving Beyond Blaming Th...supporting

confidence: 57%

Putting a Spotlight on the Ostracizer: Intentional Workplace Ostracism Motives

Henle

Shore

Morton

et al. 2022

Group & Organization Management

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Workplace ostracism is a prevalent and detrimental type of mistreatment. To curtail this harmful behavior, researchers need to identify who is more likely to intentionally ostracize others at work and the motives that drive them to do so. Past reviews of workplace ostracism focus primarily on the outcomes of ostracism, and the few that address the antecedents often examine a limited set of variables. We examined themes in the ostracism literature and determined that employees intentionally ostracize others due to either punitive or defensive motives. Punitive motives are focused on protecting the interests of the group, whereas defensive motives pertain to defending the interests of the self. We present a model of the ostracizer based on these motives and the associated perceptions of threat and negative emotions that precipitate ostracism. Our model provides an extension of the workplace ostracism literature by presenting a testable theoretical framework, rooted in appraisal theory, to explain why and when employees are likely to ostracize others at work. We also provided suggestions for an expansion of the ostracizer motives literature, with the goal of encouraging research that provides greater understanding of the perspective of the ostracizer.

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Section: Antecedents Of Workplace Ostracism: Moving Beyond Blaming Th...supporting

confidence: 57%

Putting a Spotlight on the Ostracizer: Intentional Workplace Ostracism Motives

Henle

Shore

Morton

et al. 2022

Group & Organization Management

View full text Add to dashboard Cite

show abstract

“…Moreover, researches reflect a significant relationship between workplace mistreatment and turnover intentions in cross-sectional studies ( Blackstock et al, 2015 ; Namin et al, 2021 ). According to previous scholars, some effects of mistreatment are identified, such as anxiety, depression, and, ultimately, intent to leave the organization ( Laschinger and Fida, 2014 ; Wang et al, 2021 ). Nguyen and Stinglhamber (2020) explored the role of workplace mistreatment from abusive supervision, co-worker incivility, customer incivility, and organizational dehumanization to predict different outcomes such as turnover intention, job satisfaction, and emotional exhaustion.…”

Section: Literature Review and Theoretical Frameworkmentioning

confidence: 99%

The moderating role of transformational leadership on the relationship between deviant workplace behaviors and employee turnover intentions in China

Chaudhary

Yao

et al. 2022

Front. Psychol.

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This study aimed to analyze the effect of deviant workplace behaviors, such as mistreatment, bullying, and incivility on employee turnover intention and identify the transformational leadership role as a moderator. The data was collected through a survey questionnaire with the help of a purposive sampling technique. A total of 318 respondents’ data was gathered from university academic and general staff in China. The results were analyzed through SPSS and structural equation modeling structural equation modeling (SEM) software. The findings indicate that deviant workplace behavior, i.e., mistreatment, bullying, and incivility, significantly affect employee turnover intention. Moreover, a result shows that transformational leadership has a significant moderating role on the relationship between turnover intention and workplace bullying and incivility but was insignificant between turnover intention and workplace mistreatment. Lastly, implications and limitations were also discussed in this article.

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“…Therefore, it is particularly important to pay attention to the consequences of workplace ostracism in the Chinese context. Previous research has explored ostracism, focusing mainly on its negative effects on both individuals and organizations, such as increased stress ( Deng et al, 2021 ), sabotage behaviors ( Sarwar et al, 2020 ), turnover intention ( Singh and Srivastava, 2021 ; Wang et al, 2021 ), emotional exhaustion ( Anjum et al, 2022 ), knowledge hoarding ( Bhatti et al, 2022 ), diminished organizational trust and social capital ( Paşamehmetoğlu et al, 2022 ), organizational citizenship behavior ( Hitlan et al, 2006 ; Choi, 2020 ), voice behavior ( Li and Tian, 2016 ), and reduced job performance ( Zhu et al, 2017 ; Al-Atwi et al, 2021 ).…”

Section: Introductionmentioning

confidence: 99%

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

Luo

Li²,

Gong³

et al. 2022

Front. Psychol.

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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.

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Abusive supervision and newcomers’ turnover intention: a perceived workplace ostracism perspective

Cited by 19 publications

References 58 publications

Putting a Spotlight on the Ostracizer: Intentional Workplace Ostracism Motives

Putting a Spotlight on the Ostracizer: Intentional Workplace Ostracism Motives

The moderating role of transformational leadership on the relationship between deviant workplace behaviors and employee turnover intentions in China

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

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