The influence of workplace exclusion and personality on counterproductive work behaviours: An interactionist perspective

The impact of workplace ostracism in service organizations

“…In contrast, there are more pronounced changes in work engagement in highly neurotic individuals whose personality exerts less control over their behavior. Hence, building on the work of Hitlan and Noel (2009), we suggest that the negative relationship between workplace ostracism and work engagement will be more pronounced among highly neurotic individuals who are more reactive to workplace ostracism. As such, we hypothesize that highly neurotic individuals who experience high levels of workplace ostracism will have the lowest levels of work engagement.…”

“…However, at high levels of neuroticism, work engagement varies widely according to the extent to which an individual is experiencing ostracism. For example, Hitlan and Noel (2009) found more counterproductive behavior for employees whose personality traits -including high neuroticism -exerted less self control over their behavior. As a result, the relationship between workplace ostracism and counterproductive behavior was strongest for employees whose personality exhibited less behavioral constraints.…”

“…And second, we expect that neurotic individuals will have a greater reaction toward ostracism to influence outcomes. For example, Hitlan and Noel (2009) found that highly neurotic individuals experienced higher levels of ostracism and were less likely to constrain negative behavior.…”

Why and when workplace ostracism inhibits organizational citizenship behaviors: An organizational identification perspective.

“…For example, we did not include counterproductive work behavior and impression management behavior, which have been examined in previous ostracism studies (e.g., Derfler-Rozin et al, 2010;Hitlan & Noel, 2009). Counterproductive work behavior and impression management behavior have been theorized as behavior for ostracized employees to restore their sense of control and sense of belongingness respectively in responding to the ostracized experiences (Robinson, O'Reilly, & Wang, 2013;Williams, 2007).…”

Justicia organizacional, desempeño laboral y discapacidad

“…En esta relación, las prácticas, políticas y procedimientos institucionales y especialmente de los líderes, cobran importancia en la calidad de los juicios de equidad que las personas construyen, y a su vez favorecen la presencia de fenómenos como el compromiso laboral, comportamientos de ciudadanía organizacional, adaptación al cambio, conductas extra rol, aprendizaje organizacional y en general comportamientos pro sociales a favor de la organización (Vaamonde, 2013;Littlewood, 2008). Existe una amplia evidencia empí-rica que demuestra la capacidad de predicción que tienen las percepciones de justicia organizacional sobre el desempeño laboral (Hitlan & Noel, 2009;Krings & Facchin, 2009;Tyler, Boeckmann, Smith & Huo, 1997).…”