Ostracism in the Workplace

Gamian-Wilk, Małgorzata; Madeja-Bień, Kamila

doi:10.1007/978-981-10-5154-8_2-1

Cited by 10 publications

(4 citation statements)

References 125 publications

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“…Conflict resolution also called mediation, local resolution, problem-solving and de-escalation is the primary method of stopping workplace aggression and is also suggested without implementation considerations (Bedi, 2021; Caponecchia et al , 2020; Dollard et al , 2017; Hershcovis et al , 2015; Saam, 2010). Education/training interventions suggestions include anti-bullying and anti-aggression training (often with a focus on bystanders), skills development in communications, group cohesiveness, social networks, team building and coaching, and other interpersonal strategies such as an open-door policy and counseling for targets (Bedi, 2021; Caponecchia et al , 2020; Gamian-Wilk and Madeja-Bien, 2018; Hershcovis et al , 2015; Hodgins et al , 2014; Saam, 2010; Salin and Hoel, 2020; Yang and Treadway, 2018). Finally, there are a few mentions of other interventions such as improving the psychological safety climate (Dollard et al , 2017), organizational development (Saam, 2010) and exit interviews (Bartlett and Bartlett, 2011).…”

Section: Discussionmentioning

confidence: 99%

Re-positioning workplace aggression interventions: a violence framework

Sanderson

2021

IJOA

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Purpose This paper aims to investigate the socio-psychological systems in organizations that structurally support workplace aggression. Design/methodology/approach Using both a structural and contextual model of intimate partner violence (IPV), the factors supporting workplace aggression were analyzed. The narratives were provided from the participants’ lived experiences of workplace aggression, producing clear indications of where formal and informal power reside. Findings The methods of power and control used by workplace perpetrators parallel those illustrated in IPV. The inaction of management and the lack of social support enabled informal power asymmetries and the organizational norm of silence. The findings have implications for how workplaces view and intervene in relationship-based violence. Originality/value Workplace aggression has been studied from a conflict management perspective, without exploring the components that enable and support organizational abuse. As a result, organizational responses to workplace aggression have failed to address the complex relationship-based components and consequences. The primary contribution of this study is the disruption of the conflict-based perspective of workplace aggression into a more appropriate framework of violence, power and control.

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Section: Discussionmentioning

confidence: 99%

Re-positioning workplace aggression interventions: a violence framework

Sanderson

2021

IJOA

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“…Workplace bullying can take the form of continuous unjustified criticism, belittling others, threatening and gossiping in the workplace (Rai & Agarwal, 2016;Saunders et al, 2007;Yahaya et al, 2012). Employee ostracism occurs when an employee is treated unfairly, such as being excluded, isolated, given few tasks, and having a weak participation in key work issues (Gamian-Wilk & Madeja-Bien, 2018;H. Liu & Xia, 2016).…”

Section: Introductionmentioning

confidence: 99%

Toxic Workplace, Mental Health and Employee Well-being, the Moderator Role of Paternalistic Leadership, an Empirical Study

Alsomaidaee,

Joumaa,

Khalid

2023

JABT

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Based on previous research results that recognized the role of paternalistic leadership in promoting a positive work climate, this study explored the impact of a toxic work environment on the mental health and well-being of employees. We used the quantitative methodology to collect and analyze data. A sample of 108 participants from Iraqi internet service provider (ISPs) companies represented the purposive study sample. We targeted employees who experienced the COVID-19 pandemic. All data was collected through an electronic questionnaire (Google and Microsoft Forms). The research model was tested using structural equation modeling (SEM). The results showed a negative effect of the toxic workplace on the mental health of employees. This also had a negative impact on their well-being. The results also indicated that paternalistic leadership has a positive effect on reducing the impact of toxic workplace on employees' mental health. This role was more apparent in modifying the negative relationship between mental health problems and employee well-being. The results showed that workplace bullying, in particular, is less affected by paternalistic leadership practices.

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“…PWO is also connected with undesirable outcomes such as stress, anxiety, turnover, and counterproductive work behaviors (Hitlanet al, 2006). Despite recent progress in studying the effects of PWO (Ferris et al, 2008;Robinson et al, 2013;Wu et al, 2011), the antecedents of this concept are little understood (Gamian-Wilk and Madeja-Bien, 2018;Wu et al, 2015), which is surprising given that many previous studies have explored possible antecedents of behaviors similar to ostracism (e.g. workplace aggression).…”

Section: Introductionmentioning

confidence: 99%

Workplace ostracism, paranoid employees and service performance: a multilevel investigation

Al-Atwi

Cai

Amankwah‐Amoah

2021

JMP

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PurposeDrawing on the literature on victim precipitation theory, workplace ostracism (WO) and paranoia, this paper examines the mediating role of WO on the paranoia–service performance (SP) relationship. This paper further postulates that team cognitive diversity (TCD) moderates the paranoia–WO relationship.Design/methodology/approachData were collected from 228 nurses from a leading hospital located in an eastern province of China. Hypotheses developed from the literature were tested using multivariate hierarchical linear modeling (HLM).FindingsWO had a negative effect on SP, while TCD had a positive effect on WO. Cognitive diversity moderated the paranoia–WO relationship, such that the positive relationship was stronger when group diversity was high.Originality/valueThis paper develops and tests a model exploring the antecedents of WO and its effect on SP.

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Ostracism in the Workplace

Cited by 10 publications

References 125 publications

Re-positioning workplace aggression interventions: a violence framework

Re-positioning workplace aggression interventions: a violence framework

Toxic Workplace, Mental Health and Employee Well-being, the Moderator Role of Paternalistic Leadership, an Empirical Study

Workplace ostracism, paranoid employees and service performance: a multilevel investigation

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