Men, Mammals, or Machines? Dehumanization Embedded in Organizational Practices

Väyrynen, Tuure; Laari-Salmela, Sari

doi:10.1007/s10551-015-2947-z

Cited by 56 publications

(47 citation statements)

References 54 publications

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“…In short, work environments may trigger workers’ perceptions of being dehumanized in an objectifying way by the company (i.e., meta‐dehumanization) that could, potentially, lead to workers’ self‐definition as instruments (i.e., self‐dehumanization). Moreover, these objectifying processes can arise as a consequence of many factors, from the status associated with a position (Baldissarri et al., 2014), the supervisors’ emotional distance displayed toward subordinates (Väyrynen & Laari‐Salmela, 2018), the leadership style that workers identify in their supervisors (Caesens et al., 2019), the type of tasks that they perform in their daily routines (Baldissarri, Andrighetto, et al., 2017; Bell & Khoury, 2011) or the working environments (e.g. Taskin et al., 2019).…”

Section: Objectification Organizational Dehumanization and Self‐objectificationmentioning

confidence: 99%

Abusive leadership versus objectifying job features: Factors that influence organizational dehumanization and workers’ self‐objectification

Sainz

Baldissarri

2021

J Applied Social Pyschol

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Recent research has revealed that work often can undermine people's humanness by promoting a view of them as mere objects. In particular, the workers’ meta‐perceptions of being treated as company resources (i.e., organizational dehumanization) and their self‐perceptions of being instrument‐like (i.e., self‐objectification) could be triggered by several factors. Previous research has identified that abusive supervisors and engaging in objectifying (repetitive, fragmented and other oriented) tasks are two of the main key factors that affect worker's dehumanization. The present project aims to disentangle the extent both factors (perceptions of abusive leadership and performing objectifying tasks) contribute to created perceptions of organizational dehumanization and self‐objectification among workers that, ultimately, affects workers job satisfaction. In Study 1 (N = 208 workers), we measured the extent perceived abusive supervisors and objectifying job features predicted organizational dehumanization, self‐objectification, and job satisfaction. The results indicate that abusive supervisors predicted perceptions of organizational dehumanization and workers self‐objectification in a higher extent than objectifying job features, while workers job satisfaction was predicted in a higher extent by objectifying job features. In Study 2 (N = 141), we experimentally manipulated the abusive (versus nonabusive) supervisors and the objectifying (versus nonobjectifying) tasks in a laboratory setting. Results also indicated that the abusive supervisor exerts a greater influence than performing objectifying tasks on organizational dehumanization, self‐objectification, and job satisfaction. The detrimental effect of an abusive supervisor in comparison with other working conditions on workers’ humanness is discussed, and practical implications are highlighted.

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Section: Objectification Organizational Dehumanization and Self‐objectificationmentioning

confidence: 99%

Abusive leadership versus objectifying job features: Factors that influence organizational dehumanization and workers’ self‐objectification

Sainz

Baldissarri

2021

J Applied Social Pyschol

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“…Previous research has identified several factors that could trigger workers' (self-or other-)dehumanization. Scholars have explored the effect of the status of a worker's position (Terskova & Agadullina, 2019;Valtorta et al, 2019a); the types of tasks that workers carry out, such as routinized work, fragmentation of activities, or dependence on machines (Andrighetto et al, 2017;Bell & Khoury, 2011); supervisors' emotional distance displayed toward subordinates (e.g., Väyrynen & Laari-Salmela, 2018); and the leadership styles that workers identify in their direct supervisors (Caesens et al, 2018). Most of this previous research has focused on factors that worsen workers' daily routines and increase negative psychological outcomes.…”

Section: Palabras Clavementioning

confidence: 99%

The Link Between Authentic Leadership, Organizational Dehumanization and Stress at Work

Sainz

Delgado

León

2021

Revista De Psicología Del Trabajo Y De Las Organizaciones

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Organizational dehumanization has detrimental consequences for workers' well-being. Previous research has focused on organizational factors that trigger workers' dehumanization or stress at work. However, less is known about the factors that can protect workers against the detrimental effects of dehumanization. In the present research, we performed a correlational study (N = 930) and a direct replication of it (N = 913) to analyze 1) the mediation role of organizational dehumanization in the relationship between authentic leadership and stress at work, and 2) the possible moderation of organizational identification and the frequency of leader-follower interactions. The results indicated that higher authentic leadership predicted lower organizational dehumanization and stress at work. Moreover, organizational dehumanization mediates the relationship between authentic leadership and stress at work.

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“…Organisations may mistreat their employees, resulting in organisational dehumanization (Väyrynen & Laari‐Salmela, 2018). In such cases, employees perceive that the organisation considers them an instrument that can be replaced easily (Caesens et al., 2019).…”

Section: Introductionmentioning

confidence: 99%

Relationship between organisational dehumanization and nurses' deviant behaviours: A moderated mediation model

et al. 2021

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Dehumanization is a concept from the field of social psychology (Leyens et al., 2001). Researchers have recently become interested in the relationships between employees and organisations and are hence paying increasing attention to the concept of organisational dehumanization (Caesens et al., 2017). Dehumanization refers to an employee's perception that the organisation considers them to be a robot. It undermines individuals' social value (Bastian & Haslam, 2011). The concept of dehumanization has also been

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Men, Mammals, or Machines? Dehumanization Embedded in Organizational Practices

Cited by 56 publications

References 54 publications

Abusive leadership versus objectifying job features: Factors that influence organizational dehumanization and workers’ self‐objectification

Abusive leadership versus objectifying job features: Factors that influence organizational dehumanization and workers’ self‐objectification

The Link Between Authentic Leadership, Organizational Dehumanization and Stress at Work

Relationship between organisational dehumanization and nurses' deviant behaviours: A moderated mediation model

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