The Effect of Workplace Ostracism on Proactive Behavior: The Self-Verification Theory Perspective

Liu, Xiaoyu; Liu, Jun; Chun, Hui Young; Wu, Rong-Rong

doi:10.3724/sp.j.1041.2015.00826

Cited by 15 publications

(9 citation statements)

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“…We referred to previous research (e.g., Liu et al, 2015 ; Yan et al, 2020 ) and designed a two-wave measurement protocol at intervals of 2months to avoid common method biases ( Podsakoff et al, 2003 ). During the first collection period, we collected information on participants’ perceived levels of workplace ostracism, levels of anger, and demographic information.…”

Section: Methodsmentioning

confidence: 99%

Workplace Ostracism and Counterproductive Work Behaviors: The Chain Mediating Role of Anger and Turnover Intention

Zhu

Zhang

2021

Front. Psychol.

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This study aims to explore the mediating effect of anger and turnover intention on the relationship between workplace ostracism and counterproductive work behaviors. A two-stage follow-up survey of 426 employees born after 1990 was conducted using the Workplace Ostracism Scale, Counterproductive Work Behaviors Scale, Trait Anger subscale of the State-Trait Anger Expression Inventory, and Turnover Intention Scale. Workplace ostracism was found to be significantly positively correlated with anger, turnover intention, and counterproductive work behaviors. Furthermore, anger and turnover intention both separately and serially mediated the relationship between workplace ostracism and counterproductive work behaviors. This study confirms the chain mediating effect of anger and turnover intention on the relationship between workplace ostracism and counterproductive work behaviors.

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Section: Methodsmentioning

confidence: 99%

Workplace Ostracism and Counterproductive Work Behaviors: The Chain Mediating Role of Anger and Turnover Intention

Zhu

Zhang

2021

Front. Psychol.

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“…When the external standard provided by the supervisor developmental feedback is inconsistent with their internal standard, it will trigger the psychological process simulation mechanism of expected successful performance, and employees tend to set specific work goals and plans for themselves. As they tend to maintain their existing self‐concept, individuals have behaviors consistent with their self‐concept (Liu et al, 2015). After setting work goals and plans, employees often have more initiative in workplace learning and use their new skills to overcome work challenges when they feel overwhelmed in their daily work.…”

Section: Theoretical Basis and Research Hypothesismentioning

confidence: 99%

Impact mechanism of supervisor developmental feedback on employee workplace learning

Wang

Zhang

2021

Manage Decis Econ

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Based on the mental simulation duality, this paper adopts the expected successful performance and self‐goal setting as mediating variables and takes the dual system theory. This paper constructs a chain mediating model in which supervisor developmental feedback affects employee workplace learning. A study of 449 samples proves that supervisor developmental feedback can significantly improve employee workplace learning; expected successful performance and self‐goal setting are significant independent mediating variables in the positive impact of supervisor developmental feedback on employee workplace learning; the supervisor developmental feedback promotes self‐goal setting through expected successful performance and then positively affects employee workplace learning.

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“…These coexisting promotion and hindrance effects (i.e., improved reactive control and impaired proactive control) of social exclusion were consistent with the findings of previous studies (Schmid, Kleiman, & Amodio, ; Xu et al, ; Xu et al, ), and could partly reconcile previous inconsistencies about social exclusion's influence on cognitive control by suggesting the possibility that different studies measured different modes of cognitive control. In support of this idea, studies observing exclusion‐mediated improvement of cognitive control might primarily focus on the reactive control (Bernstein et al, ; Sacco et al, ), whereas studies reporting exclusion‐mediated impairment of cognitive control might study proactive control (Liu et al, ; Xu et al, ). Moreover, these results could also explain the observation of a null group difference at behavioral levels in Experiment 2.…”

Section: Discussionmentioning

confidence: 99%

“…Importantly, a common characteristic of previous studies is their definition of cognitive control as a unitary concept (Bernstein et al, 2008;Clemens et al, 2017;Liu, Liu, Hui, & Wu, 2015;Xu et al, 2017), despite the fact that it could be divided into proactive and reactive control (Braver, 2012;Braver et al, 2009). On the one hand, Bernstein et al (2008) found that relative to included individuals, excluded individuals could more accurately distinguish a genuine happy facial expression from a false happy expression, indicating that exclusion improved conflict and threat detection ability.…”

Section: )mentioning

confidence: 99%

“…On the other hand, Xu et al (2017) reported that in a consistently distractor-presented visual search task, excluded individuals exerted weaker top-down distractor inhibition (i.e., smaller distractor-positivity amplitude) compared to included individuals. Likewise, Liu et al (2015) scaled workplace ostracism and employees' proactive behavior (self-initiated and futureoriented action) and found that they were negatively correlated. Since top-down and future-oriented behaviors are notable features of proactive control (Braver, 2012), the cognitive control in these studies might be primarily related to proactive control, and these results could suggest that exclusion weakens proactive control.…”

Section: )mentioning

confidence: 99%

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Social exclusion modulates dual mechanisms of cognitive control: Evidence from ERPs

et al. 2020

Human Brain Mapping

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Many studies have investigated how social exclusion influences cognitive control but reported inconsistent findings. Based on the dual mechanisms of control framework, this study investigated how social exclusion influences proactive and reactive modes of control (Experiment 1) and the underlying mechanisms (Experiment 2). The Cyberball game was used to manipulate social exclusion. Eighty‐six female participants (about 40 for each experiment) performed cognitive control tasks while event‐related potentials were recorded. In Experiment 1, an AX Continuous Performance Task (AX‐CPT) was adopted to differentiate between proactive and reactive control. Results showed that social exclusion weakened proactive control but enhanced reactive control, as reflected by the weaker proactive control indicators (i.e., P3b and CNV), but strengthened reactive control indicators (accuracy and N2) in excluded individuals. More importantly, in Experiment 2, through varying in whether task cues were available before or after target onset in a cued‐flanker task, we further manipulated the possibility of engaging proactive control, and found the weakened proactive control could be attributed to both impaired cognitive ability and lowered motivation to engage proactive control in excluded individuals. Together, these results provide insight on how social exclusion influences cognitive control and suggest promising implications for designing effective interventions to relieve the negative impact of social exclusion.

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The Effect of Workplace Ostracism on Proactive Behavior: The Self-Verification Theory Perspective

Cited by 15 publications

References 0 publications

Workplace Ostracism and Counterproductive Work Behaviors: The Chain Mediating Role of Anger and Turnover Intention

Workplace Ostracism and Counterproductive Work Behaviors: The Chain Mediating Role of Anger and Turnover Intention

Impact mechanism of supervisor developmental feedback on employee workplace learning

Social exclusion modulates dual mechanisms of cognitive control: Evidence from ERPs

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