Pragmatic impact of workplace ostracism: toward a theoretical model

Abstract

Purpose-The purpose of this paper is to extend the ostracism literature by exploring the pragmatic impact of ostracism on performance. Design/methodology/approach-Ostracism workplace, social relations and empowerment structures are discussed. The paper then develops a theoretical framework that explains why and under what conditions workplace ostracism undermines employees' performance. The author proposes that empowerment structures mediate the link between ostracism and in-role and extra-role performance. In addition, it was proposed that relational links buffer the negative relationship between ostracism and empowerment structures on performance and weaken the negative indirect effect of ostracism on performance. Findings-The theoretical arguments provide support for the model showing that empowerment structures mediate the relationship between ostracism and performance, and the mediation effect only occurred when external links were high but not when external links were low. Originality/value-The author has expanded the extant literature by answering recent calls for research exploring the pragmatic impact of workplace ostracism where past research has typically focused solely on the psychological impacts such as psychological needs.

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

“…Compared with bullying, sexual harassment, and other forms of explicit mistreatments, WO is more ambiguous, subtle, and sometimes unintentional ( Zimmerman et al., 2016 ). 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-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 ; Riaz et al., 2019a , Riaz et al., 2019b ).…”

Exploring the interpersonal determinants of job embeddedness and voluntary turnover: A conservation of resources perspective

“…Specifically, workplace ostracism reduces psychological resources, including resources that meet relational needs and the efficacy/existential needs for control and recognition (Williams, ). Ostracism also reduces pragmatic resources (Robinson et al, ), such as “materials, money, rewards, time, and personal support” and even “access to challenge, growth and advances in job/career” (Al‐Atwi, , p. 38). As a result, compared with those who are free from workplace ostracism, those who are ostracised have less to sacrifice should they quit the organisation and that status results in lower levels of job embeddedness.…”

Making of rebel talent through workplace ostracism: A moderated-mediation model involving emotional intelligence, organizational conflict and knowledge sharing behavior

“…Moreover, when employees undergo some form of work-related conflict, the adverse outcomes may also include increased violence (Chung, 2015). Al-Atwi (2017) highlighted that the employees perceived ostracism might lead them to a situation where pragmatic resources (e.g., information and opportunity derived from interacting with organizational members) will be depleted. Consequently, the employee tries to retain these resources with him/her self to deal with aggressive situations later (Di Stefano et al, 2019).…”