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

Luo, Jian; Li, Shuang; Gong, Lizhu; Zhang, Xueying; Wang, Siwei

doi:10.3389/fpsyg.2022.1002399

Cited by 5 publications

(13 citation statements)

References 71 publications

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“…However, leader favouritism, often seen as a negative form of leadership behaviour (Liang et al ., 2022), is yet to be examined. The research lacuna is telling as this phenomenon seems prevalent (Luo et al ., 2022), which can harm organisational effectiveness if not effectively managed.…”

Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

“…A survey conducted by the Workplace Bullying Institute in 2021 amongst 1,215 adult Americans found that nearly one-third (30%) said they directly experienced abusive conduct at work and 4% admitted that they had bullied others at work (Namie, 2021). Luo et al (2022) reported that such a workplace phenomenon was also evident elsewhere. Despite the prevalence, research on this phenomenon remains scarce, particularly in service organisations and is further limited in theoretical and empirical scope.…”

Section: Introductionmentioning

confidence: 99%

“…Hence, we extend this line of research by considering another leadership construct, i.e. leadership favouritism, as it seems prevalent in contemporary organisations (Luo et al ., 2022).…”

Section: Introductionmentioning

confidence: 99%

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Favouritism: a recipe for ostracism? How jealousy and self-esteem intervene

Mohd Shamsudin,

Bani-Melhem,

Abukhait

et al. 2023

LODJ

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PurposeOstracism is a common challenge in the workplace, but little is known about the behaviours of those who trigger it. The authors examined how leader favouritism can drive coworkers to ostracise one another, given that leadership is a key factor in shaping employee attitudes and behaviour. Invoking social comparison theory, the authors assessed a model of how perceived favouritism affects ostracism through jealousy, moderated by organisation-based self-esteem (OBSE).Design/methodology/approachThe authors surveyed 294 non-managerial employees from several service organisations in the United Arab Emirates (UAE) and analysed the data with partial least squares structural equation modelling (PLS-SEM) using SmartPLS 3 software.FindingsUnexpectedly, leader favouritism did not directly affect ostracism but only indirectly through the mediation of jealousy. OBSE was found to moderate this relationship, suggesting that higher levels of OBSE can weaken the impact of leader favouritism on employee jealousy.Originality/valueThese findings explain the intricate dynamics and underlying reasons as to how leader favouritism can instigate employee-to-employee ostracism.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

“…Hence, we extend this line of research by considering another leadership construct, i.e. leadership favouritism, as it seems prevalent in contemporary organisations (Luo et al ., 2022).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Favouritism: a recipe for ostracism? How jealousy and self-esteem intervene

Mohd Shamsudin,

Bani-Melhem,

Abukhait

et al. 2023

LODJ

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show abstract

“…, 2021), lower levels of turnover (Panicker and Sharma, 2020), less exhaustion (Behnke et al. , 2022) and fewer negative acts at work (Luo et al. , 2022).…”

Section: Introductionmentioning

confidence: 99%

The Social Drivers of Inclusive Workplaces scale: a preliminary validation of the questionnaire

Santarpia,

Sommovigo,

Borgogni

2023

EDI

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PurposeDrawing on Shore and colleagues' model of inclusive workplaces (2018) and the perceptions of social context framework (Borgogni et al., 2010), this study aims to develop and provide a preliminary validation of the Social Drivers of Inclusive Workplaces (SDIW) scale.Design/methodology/approachUsing inductive and deductive approaches, items were developed. The resulting pool of 28 items was administrated to 1,244 employees using an anonymous online survey. The factor structure of the SDIW scale was tested through exploratory factor analysis (EFA) and confirmatory factor analysis (CFA). Reliabilities were estimated. Alternative models were tested through CFAs. Nomological validity and measurement invariance across gender were explored.FindingsThe EFA revealed a three-factor structure, including inclusive colleagues, supervisors and top management. This solution was confirmed by the CFA and outperformed all alternative models, showing good reliabilities. Measurement invariance across gender was confirmed. Correlations indicated that the SDIW total score and each dimension were positively associated with belongingness needs satisfaction and affective commitment, while negatively related to interpersonal strain, negative acts and turnover intention.Practical implicationsThis study provides practitioners with a reliable tool to map social drivers of inclusion within workplaces in order to design tailored interventions.Originality/valueThis study contributes to the inclusion literature, as it is the first to provide a scale that simultaneously measures employees' perceptions of inclusive behaviours enacted by the three main social actors within the workplace.

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The effects of psychological capital, work engagement and job autonomy on job performance in platform flexible employees

Liu,

Xu,

Wang

2024

Sci Rep

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The performance of platform flexible employees is a core element that contributes to the rapid growth of the sharing economy platform. It is crucial to explore strategies to improve employees' performance with the growing competition among these platforms. Only a handful of research evidence has been found evaluating platform flexible employees' psychological capital and work engagement to improve their performance. In order to remedy the gap, we draw on self-determination theory to develop a moderated mediation model, which examines how psychological capital affects platform flexible employees' job performance. We employed hierarchical regression analysis to test the theoretical model and carried out two rounds of surveys, resulting in 474 valid paired questionnaires. The questionnaire assessed the psychological capital, work engagement, job performance, and job autonomy of flexible platform employees. The results indicate that work engagement plays a mediating role between psychological capital affects platform flexible employees' job performance. Moreover, job autonomy moderates the mediating effect. The findings not only contribute to the literature on employees' psychological capital and job performance, but also broaden the research scope of self-determination theory, and provide new ideas for improving the job performance of platform flexible employees.

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

Cited by 5 publications

References 71 publications

Favouritism: a recipe for ostracism? How jealousy and self-esteem intervene

Favouritism: a recipe for ostracism? How jealousy and self-esteem intervene

The Social Drivers of Inclusive Workplaces scale: a preliminary validation of the questionnaire

The effects of psychological capital, work engagement and job autonomy on job performance in platform flexible employees

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