Perceived organizational support and employees’ well-being: the mediating role of organizational dehumanization

Caesens, Gaëtane; Stinglhamber, Florence; Demoulin, Stéphanie; Wilde, Matthias De

doi:10.1080/1359432x.2017.1319817

Cited by 166 publications

(281 citation statements)

References 63 publications

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“…Baldissarri et al (2014) found that employees who felt treated like an instrument by their supervisor, are more likely to go through a burnout, and to finally internalize these objectifying perceptions. In the same vein, Caesens et al (2017) recently showed that organizational de-humanization is negatively associated with employee well-being as measured through job satisfaction, emotional exhaustion, and physical strains (see also Nguyen and Stinglhamber, 2019). Further, recent research findings indicate that, above and beyond employee well-being, employees' attitudes, intentions and behaviors toward the organization (i.e.…”

Section: Organizational De-humanizationmentioning

confidence: 95%

“…cell, open‐plan, and flex offices) should produce different levels of organizational de‐humanization among employees experiencing them. Indeed, several scholars have recently suggested that a workplace environment thwarting employees’ fundamental needs should increase employees’ perceptions of organizational de‐humanization (Christoff, ; Bell and Khoury, ; Caesens et al ., ). In particular, in line with the optimal distinctiveness theory (Brewer, ), we believe that office designs might undermine the optimal balance that individuals seek between their need for inclusion or assimilation on the one hand, and their need for distinctiveness or differentiation on the other hand.…”

Section: Introductionmentioning

confidence: 97%

“…In the same vein, Caesens et al . () recently showed that organizational de‐humanization is negatively associated with employee well‐being as measured through job satisfaction, emotional exhaustion, and physical strains (see also Nguyen and Stinglhamber, ). Further, recent research findings indicate that, above and beyond employee well‐being, employees’ attitudes, intentions and behaviors toward the organization (i.e.…”

Section: Introductionmentioning

confidence: 99%

“…As recently stated by Caesens et al . (: 528), “characterized by an ever‐advancing technological development, repeated restructurations reducing the size of the workforce while the workload remains stable, and impersonal organizations where personal agency is frustrated by formal bureaucratic procedures, today's workplace often considers the employee as a robot or tool that is the property of and is used by the organization for its own purposes”. This phenomenon of feeling organizationally de‐humanized is considered a common experience for many workers in modern work settings (Christoff, ).…”

Section: Introductionmentioning

confidence: 99%

“…Results of Bell and Khoury's () and Caesens et al . 's () research indicated that organizational factors such as procedural justice and perceived organizational support, respectively, reduced employees’ organizational de‐humanization perceptions. Very recently, Caesens et al .…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

The dark side of office designs: towards de‐humanization

Taskin

Parmentier²,

Stinglhamber³

2019

New Technol Work Employ

Self Cite

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Recent research on flexible office designs have shown that open‐plan and/or flex offices may not have the expected effects in terms of employees’ productivity, well‐being, job satisfaction, organizational commitment, and retention. In this article, we propose to consider that the feeling of de‐humanization may explain such dark side of office designs. Adopting a mixed methods approach, we administrated a quantitative survey to 534 employees working in a variety of office designs, and conducted 12 semi‐structured interviews among the respondents to the survey in order to investigate how they experienced their office designs, notably in terms of de‐humanization. Results showed that the three specific office designs under study (i.e. cell, open‐plan, and flex offices) are associated with different levels of de‐humanization and that this feeling of de‐humanization mediates their impact on employees’ job satisfaction, affective organizational commitment, extra‐role performance, psychological strains, and turnover intentions. Interviews’ analysis reveals three main mechanisms in the development of the feeling of de‐humanization in such office designs: a triple feeling of dispossession (of space, voice and professional mastery), a feeling of abandon and an injunction to adopt a modern behaviour.

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Section: Organizational De-humanizationmentioning

confidence: 95%

Section: Introductionmentioning

confidence: 97%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

The dark side of office designs: towards de‐humanization

Taskin

Parmentier²,

Stinglhamber³

2019

New Technol Work Employ

Self Cite

View full text Add to dashboard Cite

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Workers' self‐objectification and tendencies to conform to others

Baldissarri

Andrighetto

Bernardo

et al. 2020

Community & Applied Soc Psy

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Recent research showed that workers' self‐objectification—their self‐perception as objects rather than human beings—leads to detrimental intrapersonal consequences. In the present research, we explored whether this phenomenon may also affect interpersonal relations, by increasing workers' tendencies to conform. In a correlational study, Italian workers who perceived their work as more objectifying self‐objectified more—self‐attributed less human mental states and self‐perceive as more instrument‐like than human‐like—and, in turn, were more inclined to conform with others. The second study experimentally confirmed this pattern, showing that British workers who recalled an objectifying (vs. a non‐objectifying) work experience self‐objectified more. Self‐perception as instrument‐like was associated, in turn, with an increased tendency to adapt to others' opinions. The implications for organizational and social psychology are discussed.

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Burnout and workplace dehumanization at the supermarket: A field study during the COVID‐19 outbreak in Italy

Valtorta

Baldissarri

Volpato

2021

Community & Applied Soc Psy

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This study explores the psychological effects of the COVID‐19 emergency on workers employed in the supermarket sector by analysing their levels of burnout and the relationship between the burnout syndrome and employees' workplace experiences. A sample of 422 Italian workers answered a survey addressing the burnout dimensions (i.e., exhaustion, cynicism, and professional inefficacy) along with perceived organizational factors and dehumanizing representations. Results showed that 32% of the respondents had symptoms of severe burnout, and 41% had symptoms of exhaustion and cynicism. More specifically, through cluster analysis, four burnout profiles were identified: “burnout” (high on all three dimensions), “engagement” (low on all three dimensions), “overextended” (high on exhaustion), and “disengaged” (moderate on exhaustion and cynicism). Each cluster showed a different pattern of correlates with the organizational and dehumanizing perceptions. Our findings contribute to the knowledge gaps of burnout and workplace experiences by providing insights into the ongoing health emergency among supermarket clerks. Please refer to the Supplementary Material section to find this article's Community and Social Impact Statement .

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Perceived organizational support and employees’ well-being: the mediating role of organizational dehumanization

Cited by 166 publications

References 63 publications

The dark side of office designs: towards de‐humanization

The dark side of office designs: towards de‐humanization

Workers' self‐objectification and tendencies to conform to others

Burnout and workplace dehumanization at the supermarket: A field study during the COVID‐19 outbreak in Italy

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