Workplace Ostracism: A Review and Directions for Future Research

Liu, Hongling; Hong-sheng, Xia

doi:10.4236/jhrss.2016.43022

Cited by 37 publications

(32 citation statements)

References 11 publications

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“…There is also a concern for "excused negligent behavior" which in its nature is an exploitative weakness in the organization formed by ostracism, in this the employees that are ostracized but are not much affected by it, do not perform according to requirement and when confronted on their sub-par performance the excuse that they were not informed or not helped, thus turning themselves from convict to innocent, and continuing their sub-standard performance with little to no repercussions, as they can blame their accountability away (Gkorezis & Bellou, 2016). Furthermore, ostracism is also sometimes seen as an affiliate to certain fraudulent malpractices such as but not limited to, covering tracks, making communication bubbles to delay detection and other malpractices which is a real cause of concern for the organization because if these things remain undiagnosed and not intervened they could have cataclysmically devastating after effects that might become uncontrollable afterwards (Liu & Xia, 2016).…”

Section: Introductionmentioning

confidence: 99%

Workplace Ostracism as a Predictor of Employee Performance and Employee Turnover- Evidence From the Banking Sector

Javed¹,

Shah²,

Bashir³

2018

Proceedings of the 42nd International Academic Conference, Rome

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Workplace ostracism has been identified as a separate entity from workplace harassment. Practised through banishing the target from a social group and social interaction, workplace ostracism is probable to have negative impact on the employees. Though different from harassment, it is equally destructive when it comes to the workplace environment. It manifests itself in a number of forms not only at individual level but also at the organizational level. This paper aims to explore the effects of ostracism on employee behaviour in terms of their performance and turnover. Testing the study in the banking sector, the results suggest that ostracism adversely affects employee performance. Similarly, the former leads to high turnover trend. Statistical significance has been found in the inverse relationship between workplace ostracism and employee performance; and workplace ostracism and employee turnover. The study makes a significant contribution towards the literature on Workplace Ostracism, as it examines the effect of workplace ostracism on two of the key performance indicators i.e. Performance and Turnover. The study will also provide managers with insight on the construct of ostracism will enlighten them about the costs associated with the presence of ostracism in the workplace in terms of employee performance & employee turnover.

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Section: Introductionmentioning

confidence: 99%

Workplace Ostracism as a Predictor of Employee Performance and Employee Turnover- Evidence From the Banking Sector

Javed¹,

Shah²,

Bashir³

2018

Proceedings of the 42nd International Academic Conference, Rome

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“…Social exclusion has the negative effect of poor performance [20]. Social exclusion is a form of work place harassment synonymous to "passing aggressive" [21]. It is negatively correlated to performance of hospitality workers [22].…”

Section: Social Exclusionmentioning

confidence: 99%

Prognosis of Workplace Bullying in Selected Health Care Organizations in the Philippines

Alcantara¹,

Claudio²,

Gabriel³

2017

JSS

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The major objective of the paper is to determine the existence of workplace bullying in selected health care organizations in the Philippines. The approach used in the study is a mixture of qualitative and quantitative research methods. The findings show that a median range of score on six factors to workplace bullying was established. Results also found that: no significant relationship exists between demographic profile of participants and their diagnosis of workplace bullying. The statistical treatment of t-test proved that there is no significant difference between the mean scores of the two groups as shown by a t-value of 2.02 in a two tailed test. The overall bullying prevalence scale is moderate as determined by individual responses of the participants. Human resource officers and organizational leaders may find the study useful in designing program intervention against workplace bullying. The implication of the study is the need for intervention program to prevent workplace bullying and revisit certain areas and policies where the degree of risk for frustration and dissents among medical personnel is high. The hospital managers must consider periodic review of personnel behaviour and policies as well as regular observation on bullying factors present in the organization to prevent its emergence. The study established the need to prevent bullying at its early stage to save organizational resources from wastage arising from workplace aggressive behavior.

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“…Ferris et al (2008) asserts workplace ostracism as "the extent to which an individual perceives that they are ignored or excluded by others in the workplace." Compared with other behaviors such as abusive supervision, uncivilized behavior or workplace bullying, workplace ostracism is more passive-aggressive relationship prevalent within the organization such as remaining silent, ignoring or not responding to greetings (Liu & Xia, 2016). Empirical evidence on the influence of social interactions in determining citizenship behavior has led other scholars to observe the role of leaders in influencing behavior (Mayer et al 2012;Schaubroeck et al 2012;Shin et al 2015).In contrast to the social exchange theory, the social learning theory clearly demonstrates that individuals learn appropriate behaviors through observing the behavior of their leaders or role models.…”

Section: Different Perspectives On Citizenship Behaviormentioning

confidence: 99%

“…If leaders are implementing unethical behaviors and are not punish for it then it will encourage compulsory citizenship behaviors within the organization. Organizational citizenship behavior resides in the effective interaction and mutual understanding between members in the absence of workplace ostracism (Liu & Xia, 2016) Organizational citizenship behavior will be influenced by the leader's strong ethical and normative behaviors prevalent within the organization (Mayer et al 2012) Emphasis on negative behaviors…”

Section: Different Perspectives On Citizenship Behaviormentioning

confidence: 99%

“…While the existing research has advanced our knowledge regarding the types of citizenship behavior, certain gaps in the prior research are identify in terms of inadequate problematizing of the literature. The role of ethical leadership and ostracized behavior in influencing citizenship behavior needs to be examined (Liu & Xia, 2016). Moreover, the role of a distal and proximal leader in determining the influence on citizenship behavior is not analyze before highlighting the need to conduct a multi-level analysis of the managerial positions predicting behavior.…”

Section: Introductionmentioning

confidence: 99%

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Ethical Leadership as an Influence: A Multi-Level Analysis Predicting Citizenship Behavior

Masood¹

2019

IJBHT

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This study incorporates two different types of perspectives determining the factors influencing citizenship behavior. Social exchange perspective incorporates the interpersonal relations of leaders and followers, which are hamper through workplace ostracism. Social learning perspective considers an employee's behavior to be influence by the ethical behavior of their leader. In order to study the impact of these diverse views on citizenship behavior, a multilevel model of ethical leadership is develop in order to determine the direct, indirect and cascading effects of workplace ostracism on either organizational or compulsive citizenship behavior. The study proposed that immediate level managers ethical leadership practices tend to have the greatest impact on the citizenship behavior of employees. In addition, if the immediate level manager adopts an ostracized behavior with its subordinates then it will lead to compulsive citizenship behavior. Besides this, higher-level manager's ethical leadership practices also play a vital role in influencing citizenship behavior unlike lower level managers who have the least influential impact on middle level employees.

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Workplace Ostracism: A Review and Directions for Future Research

Cited by 37 publications

References 11 publications

Workplace Ostracism as a Predictor of Employee Performance and Employee Turnover- Evidence From the Banking Sector

Workplace Ostracism as a Predictor of Employee Performance and Employee Turnover- Evidence From the Banking Sector

Prognosis of Workplace Bullying in Selected Health Care Organizations in the Philippines

Ethical Leadership as an Influence: A Multi-Level Analysis Predicting Citizenship Behavior

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