Workplace ostracism, paranoid employees and service performance: a multilevel investigation

Al-Atwi, Amer Ali; Cai, Yahua; Amankwah‐Amoah, Joseph

doi:10.1108/jmp-01-2020-0008

Cited by 13 publications

(10 citation statements)

References 55 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In addition, it is difficult to identify oneself as a victim of VA in the workplace. One of the reasons for this difficulty is the fear of being mistaken for a victim of persecution (Al-Atwi et al 2021). Furthermore, victims may deny or minimize the incidents.…”

Section: Discussionmentioning

confidence: 99%

Prevalence and Consequences of Verbal Aggression among Bank Workers: A Survey into an Italian Banking Institution

Maran

Varetto

Civilotti

et al. 2022

Administrative Sciences

View full text Add to dashboard Cite

Robberies and other violent acts by strangers and intruders are common in banks, which can lead to post-traumatic stress disorder in employees. However, the literature indicates that more subtle and less measurable forms of violence, such as psychological violence, can also cause discomfort among employees. The aim of the present work is to investigate the prevalence of verbal aggression and its consequences among 311 Italian bank employees. A self-administered questionnaire was completed by 197 employees. The results showed a high prevalence of verbal aggression in the sample. It is important to investigate and find the causes and effects of verbal aggression in order to understand the phenomenon in this workplace. Cases of verbal aggression need to be prevented and responded to appropriately. In addition, it should be noted that the effects of verbal aggression do not only affect the victim, but also the workplace, as productivity decreases, and the feeling of a safe environment is missing.

show abstract

Section: Discussionmentioning

confidence: 99%

Prevalence and Consequences of Verbal Aggression among Bank Workers: A Survey into an Italian Banking Institution

Maran

Varetto

Civilotti

et al. 2022

Administrative Sciences

View full text Add to dashboard Cite

show abstract

“…49 Over time, these behaviors will enhance these employees' sense of alienation from the organization and greatly reduce their sense of belonging and emotional attachment to the organization. 50 An employee's affective commitment to an organization is influenced by a leader's prosocial orientation simply as a result of the leader's promoting the employee experience a sense of belonging and emotional attachment to organization. The positive effects of a leader's prosocial orientation on employees' affective commitment can be weakened by a high perception level of workplace ostracism.…”

Section: The Moderating Effect Of Workplace Ostracismmentioning

confidence: 99%

The Effects of Leaders’ Prosocial Orientation on Employees’ Organizational Citizenship Behavior – The Roles of Affective Commitment and Workplace Ostracism

Wang¹,

Yunyun²,

Zhou³

2021

PRBM

View full text Add to dashboard Cite

Purpose According to leadership trait theory, leaders’ personality traits are stable factors in organizational situations and exert significant effects on employees’ organizational behaviors. However, studies related to this topic are very limited. In this study, from the leadership trait perspective and based on social identity theory and social exchange theory, the influencing mechanisms of leaders’ prosocial tendencies on affiliation-oriented and challenge-oriented organizational citizenship behaviors are investigated. Specifically, leadership prosocial tendency, affective commitment and workplace ostracism are selected as the independent variable, mediating variable and moderating variable, respectively. Methods The data collection is conducted in two stages in which the leader–employee pairing method is adopted. Ultimately, 347 valid questionnaires are collected from 73 teams. Later, the hierarchical regression analysis and bootstrap methods are used to test the study’s hypotheses. Results Leadership prosocial tendencies have significant positive effects on affective commitment (β = 0.282, p < 0.001), affiliation-oriented (β = 0.648, p < 0.001) and challenge-oriented organizational citizenship behaviors (β = 0.521, p < 0.001). There is a significant positive effect of affective commitment on affiliation-oriented (β = 0.103, p < 0.05) and challenge-oriented organizational citizenship behaviors (β = 0.122, p < 0.05). At the same time, the influence of leadership prosocial tendencies on affiliation-oriented (β = 0.619, p < 0.001) and challenge-oriented organizational citizenship behaviors (β = 0.487, p < 0.001) remains significant. In other words, affective commitment partially mediates the relationships between leaders’ prosocial tendencies and affiliation-oriented, challenge-oriented organizational citizenship behaviors. Workplace ostracism plays a negative moderating role between leaders’ prosocial tendencies and affective commitment (β = −0.098, p < 0.05). Furthermore, workplace ostracism can also mediate the mediating role of affective commitment with 95% bias-corrected confidence intervals [−0.146, −0.017] and [−0.114, −0.003]. Conclusion The results show that leaders’ prosocial tendencies have significant positive effects on both affiliation-oriented and challenge-oriented organizational citizenship behaviors. Affective commitment partially mediates the relationships between leaders’ prosocial tendencies and affiliation-oriented and challenge-oriented organizational citizenship behaviors. Workplace ostracism significantly negatively moderates the relationship between leaders’ prosocial tendencies and affective commitment. Moreover, the study verifies that the mediating effect of workplace ostracism on affective commitment has a significant moderating effect.

show abstract

“…However, WO reduces social interactions and, in turn, reduces the level of employee contributions to the workplace ( Gürlek, 2021 ). The employees working in different organizations become ostracized, which may lower their performance ( Ferris et al, 2008b ; Lustenberger and Jagacinski, 2010 ; Choi, 2020 ; Al-Atwi et al, 2021 ). Several researchers ( Hauge et al, 2010 ; Wu et al, 2011 ; Al-Atwi et al, 2021 ) have studied the influence of WO and its outcomes in the workplace.…”

Section: Introductionmentioning

confidence: 99%

“…The employees working in different organizations become ostracized, which may lower their performance ( Ferris et al, 2008b ; Lustenberger and Jagacinski, 2010 ; Choi, 2020 ; Al-Atwi et al, 2021 ). Several researchers ( Hauge et al, 2010 ; Wu et al, 2011 ; Al-Atwi et al, 2021 ) have studied the influence of WO and its outcomes in the workplace. For example, employees who become ostracized may show unfavorable job attitudes, such as lower job performance ( Leung et al, 2011 ; Al-Atwi et al, 2021 ), high turnover intentions ( Singh and Srivastava, 2021 ), and even engage in counterproductive workplace behavior ( Zhao et al, 2013 ; Jahanzeb and Fatima, 2018 ).…”

Section: Introductionmentioning

confidence: 99%

“…There are several studies on the outcomes of WO but only a few studies on the antecedents of ostracism ( Al-Atwi et al, 2021 ). Leadership is a fundamental but overlooked environmental stimuli that have the potential to deal with ostracism and to stimulate a shared way of thinking and a way of boosting interpersonal relationships ( Kanwal et al, 2019 ).…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Linking Leader’s Behavioral Integrity With Workplace Ostracism: A Mediated-Moderated Model

2022

View full text Add to dashboard Cite

Drawing on the social exchange theory (SET) and research on leadership influences, we developed and inspected a multilevel model to test the conditions and mechanisms through which a leader’s behavioral integrity (LBI) deters workplace ostracism (WO). We used trust as a mediator and the narcissistic personality of a leader as a boundary condition in the connection between a LBI and WO. Data were collected from 249 employees working in different five- and four-star hotels in Pakistan over three time lags. The statistical results revealed that a LBI reduces WO. Additionally, a LBI has an indirect effect on WO through interpersonal trust. We did not find statistical support for the moderating role of the narcissistic personality of a leader in the relationship between a LBI and WO. Implications, along with limitations and future research directions, are also discussed.

show abstract

Workplace ostracism, paranoid employees and service performance: a multilevel investigation

Cited by 13 publications

References 55 publications

Prevalence and Consequences of Verbal Aggression among Bank Workers: A Survey into an Italian Banking Institution

Prevalence and Consequences of Verbal Aggression among Bank Workers: A Survey into an Italian Banking Institution

The Effects of Leaders’ Prosocial Orientation on Employees’ Organizational Citizenship Behavior – The Roles of Affective Commitment and Workplace Ostracism

Linking Leader’s Behavioral Integrity With Workplace Ostracism: A Mediated-Moderated Model

Contact Info

Product

Resources

About