Reputation and Productivity in Psychology Doctorate Programs

Richard, F. D.; Zoota, Andrew L.; Stokes-Zoota, Juli J.; Cross, David

doi:10.1037/e413792005-362

Cited by 1 publication

(1 citation statement)

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“…A power analysis was conducted to determine the appropriate sample size. Since the effect of workplace ostracism on organizational dehumanization has never been investigated experimentally before, we relied on an average effect size (d = .42; Richard et al, 2003). The analysis revealed that a minimal sample size of N = 196 was necessary for at least 90% power (α = .05).…”

Section: Participants and Designmentioning

confidence: 99%

The Relationship Between Workplace Ostracism and Organizational Dehumanization: The Role of Need to Belong and its Outcomes

Brison,

Caesens

2023

PSYCHOL BELG

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This research investigates whether experiencing workplace ostracism is positively related to employees’ perceptions of organizational dehumanization, and examines one underlying mechanism of this relationship (i.e., thwarted need to belong), as well as its consequences for both employees and organizations. First, a cross-sectional study (N = 256) highlighted that workplace ostracism positively relates to organizational dehumanization which, in turn, is related to employees’ well-being (i.e., increased depression), attitudes (i.e., decreased job satisfaction) and behaviors toward the organization (i.e., increased turnover intentions, decreased loyalty behaviors toward the organization). Second, an experimental study manipulating workplace ostracism using vignettes (N = 199) showed that workplace ostracism has a positive impact on organizational dehumanization, which subsequently relates to employees’ decreased job satisfaction, increased turnover intentions, and decreased loyalty behaviors. Finally, a third cross-sectional study (N = 423) revealed that employees’ thwarted need to belong mediates the relationship between workplace ostracism and organizational dehumanization, which is ultimately associated with employees’ increased depression, decreased job satisfaction, increased turnover intentions, and decreased loyalty behaviors. Theoretical contributions, directions for future research and practical implications are discussed.

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Section: Participants and Designmentioning

confidence: 99%