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

Wu, Chia‐Huei; Liu, Juhua; Kwan, Ho Kwong; Lee, Cynthia

doi:10.1037/apl0000063

Cited by 239 publications

(230 citation statements)

References 82 publications

(168 reference statements)

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“…Wu, Liu, Kwan, and Lee () focused on a negative factor: workplace ostracism ( r = −0.37 to −0.07). On the basis of social identification theory (Ashforth & Mael, ), they argued that when individuals perceive that they are ostracized, they feel that they are different from, unaccepted by, and not valued by others, so that they develop a low level of identification with the organization (“reason to”), which in turn decreases their motivation to be proactive.…”

Section: Social Context Factors As Antecedents Of Proactive Behaviormentioning

confidence: 99%

How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis

et al. 2019

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Summary The role of social context (e.g., leadership, team climate, and organizational support) in shaping employee proactive behavior has received considerable attention and has been investigated across multiple forms of proactive behavior. However, the research has not been well integrated. In this review, we adopt a multilevel approach to synthesize what is known about how social context factors influence employees' proactive behavior, as well as what mechanisms underpin these effects. Our analyses show that leader‐, team‐, and organization‐related social context factors mainly influence employee proactivity through shaping “reason to,” “can do,” and “energized to” states (i.e., proactive motivational states) via individual‐, team‐, and cross‐level processes. That has been most frequently investigated is the effect of the discretionary social context, particularly leadership, on proactive behavior. We also review the interaction effects between social context factors and other factors on employee proactive behavior and found inconsistent support for the motivational‐fit perspective that stimuli with the same directions enhance each other's effect. We offer a research agenda to advance theoretical insights on this important topic.

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Section: Social Context Factors As Antecedents Of Proactive Behaviormentioning

confidence: 99%

How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis

et al. 2019

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“…That is, a sense of obligation is typically directed toward the entity with which individuals identify most strongly (Leavitt et al, ; Stam et al, ; C.‐H. Wu et al, ). Individuals who strongly identify with the workgroup are likely to be motivated to contribute and fulfill their responsibilities to their group.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

The importance of group‐focused transformational leadership and felt obligation for helping and group performance

Lorinkova

Perry

2018

J Organ Behavior

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Summary Leaders face a challenge to simultaneously motivate workgroups and the individuals within them. Recent criticisms highlight the need to deconstruct broad leadership constructs to offer better theoretical insight into the effects of specific leadership behaviors on groups versus individuals. We address this call by exploring the effects of group‐focused and individual‐focused aspects of transformational leadership. Applying social identity theory, we theorize that group‐focused transformational leadership is key to fostering felt obligation, motivating helping behavior, and enhancing group performance, whereas individual‐focused leadership may only foster helping when individuals also feel a sense of obligation toward their workgroup. In a field study of 260 employees reporting to 36 supervisors in a skilled trade company, we find support for these predictions using multilevel structural equation modeling and multilevel mixed effects modeling. Thus, group‐focused (vs. individual‐focused) transformational leadership and subsequent felt obligation are important antecedents for encouraging helping and, in turn, workgroup performance.

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“…In fact, Day and Schoenrade (1997) examined communication about sexual orientation and work attitudes among a large sample (N = 900) of lesbian, gay, and heterosexual workers. Button (2001) examined organizational efforts to affirm sexual diversity in a large sample (N = 537) of gay and lesbian employees recruited from 31 US states and the District of Columbia. This study suggests the importance of organizational supportiveness to LGBT issues and highlights the significance of a supportive work climate to LGBT workers' disclosing their sexual/gender identity to others.…”

Section: Résumémentioning

confidence: 99%

“…Barron and Hebl (2013) found that antidiscrimination legislation can reduce direct interpersonal discrimination toward LGBT employees. When organizations that do not address discrimination based on sexual orientation or gender identity, LGBT employees may feel excluded and perceive their organizations are sending implicit messages encouraging them to hide their sexual orientation or gender identity at work; when LGBT employees spend energy hiding their true identity, their productivity is less than optimal (e.g., Button, 2001;Day & Schoenrade, 1997;Riggle et al, 2008). Locally, organizations could include clear and specific policies that prevent discrimination based on sexual orientation and gender identity.…”

Section: Applied Implicationsmentioning

confidence: 99%

Workplace Discrimination against Sexual Minorities: Subtle and not‐so‐subtle

2017

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Sexual minorities (lesbian, gay, bisexual, and transgender individuals; LGBT) experience workplace discrimination that leads to decreased physical and emotional well-being, and negative job outcomes.LGBT individuals may also experience microaggressions and ostracism in the workplace. Microaggressions are brief and subtle slights or insults that can be either conscious or unconscious, which have negative consequences similar to direct "old-fashioned" forms of discrimination. Ostracism, being ignored and excluded, has similar negative outcomes. Microaggressions and ostracism are often ambiguous and difficult to substantiate legally, whereas other forms of discrimination can be observed directly. We review the literature on microaggressions and ostracism, which have recently been investigated with LGBT populations, suggesting future research directions. We suggest practices for encouraging an organizational climate of acceptance.

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

Cited by 239 publications

References 82 publications

How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis

How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis

The importance of group‐focused transformational leadership and felt obligation for helping and group performance

Workplace Discrimination against Sexual Minorities: Subtle and not‐so‐subtle

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