Supervisor–employee task conflict and supervisor ostracism: The moderating effect of interpersonal harmony values

Abstract

We examined the relationship among supervisor–employee task conflict, supervisor ostracism, and employee depression and job performance, as well as the moderating effect of supervisors' and employees' interpersonal harmony values. Data were collected from supervisors and employees at three timewaves. We found that supervisor–employee task conflict positively predicted supervisor ostracism, which in turn predicted higher employee depression and poorer job performance. The dualistic model of interpersonal harmony proposes that people show two motives in responding to conflicts while trying to maintain interpersonal harmony: an approach motive to promote high‐quality relationships (i.e. harmony enhancement) or an avoidance motive to prevent relationship disintegration (i.e. disintegration avoidance). From the supervisors' perspective, we found that supervisors' harmony enhancement values buffered the positive relationship between supervisor–employee task conflict and supervisor ostracism. From the employees' perspective, we found that employees' harmony enhancement values buffered whereas employees' disintegration avoidance value exacerbated the detrimental effect of supervisor ostracism on employee depression and job performance. Practical suggestions were offered to help both supervisors and employees manage workplace ostracism.

Exploring Interpersonal Harmony: A Cross-Cultural Comparison between Eastern and Western Societies

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Open Innovation Frameworks: A diagnostic analysis of deployment, engagement, evaluation, and governance of Open Innovation in SMEs

“…Workplace organisational harmony comprises harmony among co-workers or employees, with management, and with internal staff and external individuals outside of companies [51]. Organizational harmony may be attained by focusing on the requirements of the workforce while motivating employees, developing close relationships, cooperating, and creating a comfortable working atmosphere.…”

How supervisor ostracism affects employee turnover intention: the roles of employee cynicism and job embeddedness

“…Compared with other types of workplace ostracism, leaders' position of power is suggested to prolong the distress of ostracism, and supervisor ostracism potentially has a more serious negative impact on employees' work-related behaviour (Jahanzeb et al ., 2018). Few studies have been conducted on the relationship between supervisor ostracism and employee behaviour such as employee creativity (Jahanzeb et al ., 2021), employee depression and job performance (Liu et al ., 2023), unethical work behaviour (Akhtar et al ., 2020). Employees remain employed because of their strong internal connections.…”