Can mindfulness overcome the effects of workplace ostracism on job performance?

Coping with workplace ostracism through ability-based emotional intelligence

“…For instance, contrary to Western countries' findings, a host of research in recent years has examined employee silence in India and found its positive association with job satisfaction (Jain, 2015). However, in contrast, findings from other studies in Pakistan have linked employee silence with increased emotional exhaustion (Jahanzeb and Fatima, 2018) and attenuated job performance of service employees (Jahanzeb et al , 2020). Therefore, employee silence warrants further examination both in Western and non-Western cultural settings.…”

“…Different factors may affect job performance, namely, abusive supervision (Harris et al , 2007), organizational injustice and psychological strain (Khattak et al , 2019), positive affect and person-job fit (Erez and Isen, 2002). However, recent studies report that workplace ostracism is another relevant input that hinders job performance (De Clercq et al , 2019; Feng et al , 2019; Ferris et al , 2015; Jahanzeb et al , 2020). Hitlan et al (2006) defined workplace ostracism as “the exclusion, rejection, or ignoring of an individual (or group) by another individual (or group) that hinders one's ability to establish or maintain a positive interpersonal relationship, work-related success or favorable reputation within one's place of work.”…”

“…Workplace ostracism contributes to deviant behaviors (Peng and Zeng, 2017), contracted organizational citizenship behaviors (Wu et al , 2016), withdrawal of prosocial behaviors (Berry et al , 2018), decreased satisfaction (Chung and Kim, 2017) and emotional exhaustion (Jahanzeb and Fatima, 2018), among others. Notably, workplace ostracism negatively and significantly affects job performance (Jahanzeb et al , 2020).…”

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

“…(2016) , WO is likely to undermine several fundamental human needs of the victims, particularly the need for belongingness, self-esteem, a meaningful existence, and control. It produces an unfavorable work environment which tends to bring numerous negative work outcomes, such as job stress ( Mahfooz et al., 2017 ; Vui-Yee and Yen-Hwa, 2020 ), job tension ( Hsieh and Karatepe, 2019 ), reduced job satisfaction ( Chung and Kim, 2017 ; Fatima, 2016 ), reduced job embeddedness ( Lyu and Zhu, 2019 ), higher turnover intention ( Mahfooz et al., 2017 ; Vui-Yee and Yen-Hwa, 2020 ), reduced organizational commitment ( Hitlan et al., 2006 ), emotional exhaustion ( Jahanzeb and Fatima, 2018 ), and higher deviant behaviors ( Jahanzeb and Fatima, 2018 ; Peng and Zeng, 2017 ), Moreover, WO can have a negative effect on work engagement ( Kaya et al., 2017 ), organizational citizenship behaviors ( Wu et al., 2016 ), job performance ( De Clercq et al., 2019 ; Jahanzeb et al., 2020 ).…”

Silence and proactivity in managing supervisor ostracism: implications for creativity

“…In this context, a recent meta-analysis (i.e. Howard et al, 2020) has demonstrated that ostracism can trigger a gamut of negative outcomes, including, but not limited to, hampered performance (task-related performance, citizenship behaviors, counterproductive behaviors) (De Clercq et al, 2019;Fiset and Bhave, 2021;Jahanzeb et al, 2020;O'Reilly et al, 2015), reduced well-being, negative organizational perceptions (i.e. organizational injustice, reduced commitment, disengagement, dissatisfaction) (Boon and Brown, 2020;Miner et al, 2019) and employees leaving the organization (Vui-Yee and Yen-Hwa, 2019; Zhang et al, 2019;Zheng et al, 2016).…”