Workplace ostracism and job performance: roles of self-efficacy and job level

Abstract

Workplace ostracism and job performance: Roles of self-efficacy and job level AbstractPurpose-This study investigates how employees' perceptions of workplace ostracism might reduce their job performance, as well as how the negative workplace ostracism-job performance relationship might be buffered by their self-efficacy. It also considers how this buffering role of self-efficacy might vary according to employees' job level.Design/methodology/approach-Quantitative data came from a survey of employees and their supervisors in Pakistani organizations.Findings-Workplace ostracism relates negatively to job performance, but this relationship is weaker at higher levels of self-efficacy. The buffering role of self-efficacy is particularly strong among employees at higher job levels.Practical implications-Organizations that cannot prevent some of their employees from feeling excluded by other members can counter the related threat of underperformance by promoting employees' confidence in their own skills and competencies. This measure is particularly useful among higher-ranking employees.Originality/value-This study provides a more complete understanding of the circumstances in which workplace ostracism is less likely to diminish employees' job performance, by specifying the concurrent influences of workplace ostracism, self-efficacy, and job level.

As Study on Workplace Ostracism on Work Productive Behavior of Employees With Mediating Effect of Emotional Intelligence

“…Ostracism at the workplace also declines positive behavior and social communication in ostracized employees that will enhance the aggressive behavior of employees (Hales, 2018;Wesselmann & Williams, 2017). In the work environment, ostracism has a bad impact on social interaction and thus can have negative effect on employees' job performance De Clercq, Haq, and Azeem (2019) and employees show counterproductive work behavior which denotes intentional activities of the employees that disturb the substantial organization culture that leads to huge financial losses for organizations (Tariq & Amir, 2019;Zheng, Yang, Ngo, Liu, & Jiao, 2016). Workplace deviances which include theft, concealment and hurting other employees is a very persuasive phenomenon in most of contemporary work environments.…”

“…However, a study by Leung, Wu, Chen, and Young (2011) has highlighted workplace ostracism as a prevalent issue in the service sector organizations but researchers have not fully examined the consequences of workplace ostracism on employees (Leung et al, 2011). The negative behaviors, which the employees in a service sector organization develop at the workplace, are counterproductive work behavior, workplace deviance and aggressive behavior (De Clercq et al, 2019;Lyu & Zhu, 2019). Following is the research model of the study.…”

'Being Alone Is More Painful than Getting Hurt': The Moderating Role of Workplace Loneliness in the Association between Workplace Ostracism and Job Performance

“…Conditions such as weakening psychological health (Hitlan et al, 2006a), mental fatigue, psychological unwillingness and emotional burnout (Ferris, 2008) are expected to negatively affect job performance. The findings of previous studies also suggest that workplace ostracism will negatively affect job performance (de Clercq et al, 2019;Feng et al, 2019;Xia et al, 2019). In light of this information, a negative correlation between workplace ostracism and employee performance is expected.…”

The Effect of Abusive Supervision on Employees’ Work Procrastination Behavior

“…Information conveyed by leaders’ malicious treatment undermines the emotional channel between employees and the organization. Employees will generate workplace ostracism due to their sensitive cognition of the interpersonal pressure caused by occupational barriers, such as social alienation ( De Clercq et al, 2019 ). Employees feel emotionally lost and distracted by the difficulty to feel emotional care and support from the organization ( Anjum et al, 2019 ).…”