Workplace Ostracism Seen through the Lens of Power

Abstract

Drawing on approach/inhibition theory of power, we investigated two factors that influence the manner by which victims react to workplace ostracism: the hierarchical status of the ostracizer and the level of an ostracizee's external social support including family, friends, and significant others. Across an experimental vignette study (Study 1) and a field study (Study 2), we found support for a three-way interaction with felt ostracism, ostracizee external social support, and ostracizer status influencing victims' organizational citizenship behavior and deviance directed toward other individuals. In addition, felt ostracism and ostracizee external social support interacted to predict turnover intentions. Overall, victims who were ostracized by a legitimate higher-status authority (e.g., manager) and whose external social support network was limited experienced the most negative outcomes across both studies. Our findings suggest that contextual factors both inside and outside the organization jointly impact the way in which individuals react to perceived workplace ostracism. Implications and future research directions are discussed.

The mediating effect of interpersonal distrust on the relationship between perceived organizational politics and workplace ostracism in higher education institutions

“…In certain instances, it may happen unintentionally when the source is too busy or not aware that his or her behavior socially ignores someone else (Al-J o u r n a l P r e -p r o o f Atwi, 2017;Chung and Kim, 2017). Whether it is intentional or unintentional, ostracized employees tend to feel humiliated, powerless, angry, stressed, dissatisfied, and revengeful, resulting in negative behavior (Fiset et al, 2017;Gkorezis et al, 2016;Liu and Xia, 2016;. According to Gkorezis et al, (2016), WO is likely to undermine several fundamental human needs of the victims, particularly the need for belongingness, selfesteem, a meaningful existence, and control.…”

Qualitative Study on the Toxic Triangle Integration of Leadership Ostracism

“…First, regarding the supervisor factors, we found that narcissistic tendencies, power awareness, stereotypes, and results orientation may trigger ostracism inclination of a supervisor. Although research has explored the traits and roles of ostracizers, such as power and status authority (Fiset et al, 2017 ), studies are relatively scant and there is not yet a unified research framework. Through case studies, this paper systematically explores the leadership factors that determine the extent to which supervisors practice leadership ostracism.…”

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

“…Sanderson further claims that power relations between these sides play an active role. Concepts of the ostracised individual as 'target' or 'victim' are also used by other sources (Fiset et al, 2017). Liu and Xia (2016) argue that because ostracism is based on subjective perception, the situation perceived as ostracising by one individual may not be so perceived by another.…”

“…Ostracism is an important stress factor (Williams, 2007) and also affects many variables in organisational environments. Prior research shows that workplace ostracism negatively affects organisational-citizenship behaviour (Fiset et al, 2017), personorganisation fit (Chung, 2015), organisational commitment (Hitlan et al, 2006b), work engagement, satisfaction with one's supervisor and co-workers (Hitlan et al, 2006a) and helping behaviours (Balliet & Ferris, 2013;Mok & De Cremer, 2016). On the other hand, workplace ostracism is positively associated with work-family conflict (Liu et al, 2013), perceived racism and discrimination (Wirth & Williams, 2009), social anxiety (Zadro et al, 2006), organisational silence (Gkorezis et al, 2016), intention to quit (Renn et al, 2013) and non-pro-social behaviours (Balliet & Ferris, 2013;Jones et al, 2009).…”

“…In the literature, studies investigating the interactions between workplace ostracism, workplace loneliness and employee performance have been limited thus far. Indeed, these few studies have emphasised the need for further attention to the subject (Al-Atwi, 2017;Fiset et al, 2017;Liu & Xia, 2016;Wesselmann et al, 2012). The goal of this study is to investigate the associations between workplace ostracism, workplace loneliness and job performance.…”