The Impact of Ostracism on Work Effort: A Comparison between Turkish and Azerbaijani Employees

Abstract

Ostracism is a critical issue with its influence on employee motivation, employee performance and hence on organizational success. The purpose of this cross cultural study is to investigate whether being a victim of ostracism in the workplace has an impact on work effort or not. Additionally, it aims a comparative examination of differences between Turkish and Azerbaijani employees in terms of workplace ostracism and work effort, with regard to factors such as gender and sector of employment. Results confirm that, experiencing ostracism in the workplace decreases the amount of work effort in a sample of 240 Turkish and Azerbaijani employees. Furthermore, the results also show that, Azerbaijani employees are being subject to workplace ostracism behaviors more than Turkish employees and there are statistically significant differences between male and female employees in terms of workplace ostracism and work effort.

Workplace ostracism and discretionary work effort: A conditional process analysis

“…Positive events (e.g., supervisory support) follow positive outcomes (e.g., improved performance), while negative events yield the opposite (e.g., turnover) (Weiss & Cropanzano, 1996). Results of a recently conducted comparative study also confirm negative association between employees' perceptions of being ostracized and work effort (Türkmen, Doğan, & Karaeminoğulları, 2016). Thus, it is plausible to expect that; Hypothesis 1: Workplace ostracism will be negatively associated with work effort.…”

“…Because high levels of effort expenditure are associated with numerous benefits at both individual (Latham, 2007) and organizational (Dubinsky & Skinner, 2004) levels, an understanding of what ‘prompts’ and what ‘impedes’ effort is essential. Only few researchers (Lloyd, 2008; Morris, 2009; Kirkhaug, 2010; Kmec & Gorman, 2010; Frenkel, Restubog, & Bednall, 2012; Sakurai & Jex, 2012; Amundsen & Martinsen, 2015; Türkmen, Doğan, & Karaeminoğulları, 2016) have so far endeavoured to answer this question. These studies, however, despite offering diverse perspectives, do not provide complete answers to the aforesaid question.…”

“…A positive work climate (e.g., autonomy and leader's support) can increase employees’ work effort while a negative work environment (e.g., co-worker's shirking) can obstruct those (Morris, 2009). Workplace ostracism, being a toxic social behaviour and an element of hostile work environment (Ferris, Brown, Berry, & Lian, 2008), can adversely affect important individual and organizational outcomes (Hitlan, Kelly, Schepman, Schneider, & Zárate, 2006b; Ferris et al, 2008; Lustenberger & Jagacinski, 2010; Leung, Wu, Chen, & Young, 2011; O'Reilly, Robinson, Berdahl, & Banki, 2014; Ferris, Lian, Brown, & Morrison, 2015; Fatima, 2016; Ferris, Yan, Lim, Chen, & Fatimah, 2016; Wu, Liu, Kwan, & Lee, 2016; Zheng, Yang, Ngo, Liu, & Jiao, 2016; Chung, 2018), including work effort (Türkmen, Doğan, & Karaeminoğulları, 2016). However, a critical review of literature on ostracism reveals that no empirical investigation, to the best of our knowledge, has so far been conducted to ascertain ostracism's effects on work effort through mediating and moderating mechanisms of negative affect (NA) and workplace incivility, respectively.…”

Örgütsel Dişlanma Ölçeği̇ni̇n Geli̇şti̇ri̇lmesi̇: Geçerli̇li̇k Ve Güveni̇rli̇li̇k Çalişmasi

“…Bu çalışmada örgütsel davranış alanında son zamanlarda önem taşıyan konulardan biri olan örgütsel dışlanma üzerine odaklanmıştır. İlgili alanyazın taramalarında Türkiye′de örgütlerde işgörenlerin iş yerinden dışlanma algısını belirlemeyi amaç edinen sınırlı sayıda çalışmaların yapıldığı görülmüştür (Keklik, Saygın ve Kara, 2013;Çelik ve Koşar, 2015;Halis ve Demirel, 2016;Türkmen, 2016). Ancak Türkiye′deki örgütlerde işgörenlerin örgütsel dışlanma algılarını belirlemek için uygun ölçme araçlarının olmadığı sonucuna varılmıştır.…”

Understanding how and when workplace ostracism jeopardizes work effort

“…A review of the extant literature on WO, however, indicates a dearth of research with respect to its relationship with employees' work effort (WE), defined as "the extent to which one works hard and keeps trying to perform the given or chosen tasks" (De Cooman et al, 2009, p. 267). We know of only two prior studies examining the association between WO and WE (Anjum et al, 2019;T€ urkmen et al, 2016). Insights into how WO translates into decreased effort are also almost non-existent with the only exception being the study by Anjum et al (2019).…”