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A Social Influence Interpretation of Workplace Ostracism and Counterproductive Work Behavior

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Abstract

We used social network analysis to examine a theoretical model exploring why, and under what circumstances, the perpetrators’ ostracizing behaviors are accurately perceived by the target employees. In turn, these perceptions of ostracism lead to the target employees’ counterproductive work behaviors. Adopting perspectives from both perpetrators and targets, we directly measured the ostracizing behaviors by all potential perpetrators (coworkers) and perceived workplace ostracism by target employees. We integrate Social information processing theory and conservation of resource theory to propose a moderated mediation model, and found that employees who have a high level of need to belong are more likely to capture coworkers’ ostracizing behaviors, and those with low political skill are more likely to engage in counterproductive work behavior as their reaction to perceived workplace ostracism. Theoretical and practical implications are discussed.

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Acknowledgments

This work was supported by the National Natural Science Foundation of China (CN) [71302154].

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Authors and Affiliations

  1. Department of Management, East Carolina University, Greenville, NC, USA

    Jun Yang

  2. Department of Organization and Human Resources, School of Management, State University of New York at Buffalo, Buffalo, NY, USA

    Darren C. Treadway

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  1. Jun Yang
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  2. Darren C. Treadway
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Correspondence to Jun Yang.

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Yang, J., Treadway, D.C. A Social Influence Interpretation of Workplace Ostracism and Counterproductive Work Behavior. J Bus Ethics 148, 879–891 (2018). https://doi.org/10.1007/s10551-015-2912-x

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