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Workplace ostracism and performance related outcomes : = A process model incorporating social influence and social identity theories.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Workplace ostracism and performance related outcomes :/
Reminder of title:	A process model incorporating social influence and social identity theories.
Author:	Yang, Jun.
Description:	1 online resource (189 pages)
Notes:	Source: Dissertations Abstracts International, Volume: 74-02, Section: A.
Contained By:	Dissertations Abstracts International74-02A.
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3516462click for full text (PQDT)
ISBN:	9781267458216

Workplace ostracism and performance related outcomes : = A process model incorporating social influence and social identity theories.
Yang, Jun.

Workplace ostracism and performance related outcomes :A process model incorporating social influence and social identity theories. - 1 online resource (189 pages)

Source: Dissertations Abstracts International, Volume: 74-02, Section: A.

Thesis (Ph.D.)--State University of New York at Buffalo, 2012.

Includes bibliographical references

Ostracism, defined as being ignored and excluded by others (Williams, 2007), is a painful experience even in its slightest form. Research has shown that perceptions of being ostracized have destructive impacts on a variety of individual attitudes and behaviors. It is found to impede people's cognitive functions (Bauiester, DeWall, Ciarocco, & Twenge, 2005), self-awareness (Twenge, Catanese, & Baumeister, 2003), and ability to empathize with others (Twenge, DeWall, Ciarocco, & Bartels, 2007). In addition, ostracized individuals are more likely to engage in aggressive behaviors (Twenge, Baumeister, Tice, & Stucke, 2001). On the other side, people who feel being excluded from a group may improve their performance and prove their value to the group in order to regain the inclusionary status (Williams & Sommer, 1997). However, which reaction path to ostracism, contrastive vs. destructive, an ostracized individual will choose is still not clear. The current study attempts to answer this question by incorporating social influence and social identity theories and proposes a process model of ostracism in the workplace from others' ostracizing behaviors to the victims' organizational behaviors. According to social influence theory, the current study suggests political skill determines employee's response path to ostracism, so that politically skilled employees are more likely to choose constructive paths, while low politically skilled are more likely to choose destructive paths. At the same time, Need to belong and need to control are argued to moderate the magnitude of response to ostracism. In addition, political skill is proposed to affect the accuracy of perception of others' ostracizing behaviors, and reduce the strain outcome of perceived ostracism. Finally, organization-based self-esteem and organizational identification are examined in the reaction process to perceived ostracism based on social identify theory.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2023

Mode of access: World Wide Web

ISBN: 9781267458216Subjects--Index Terms:

Performance-related outcomesIndex Terms--Genre/Form:

542853
Electronic books.

Workplace ostracism and performance related outcomes : = A process model incorporating social influence and social identity theories.
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500 $a Source: Dissertations Abstracts International, Volume: 74-02, Section: A.
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502 $a Thesis (Ph.D.)--State University of New York at Buffalo, 2012.
504 $a Includes bibliographical references
520 $a Ostracism, defined as being ignored and excluded by others (Williams, 2007), is a painful experience even in its slightest form. Research has shown that perceptions of being ostracized have destructive impacts on a variety of individual attitudes and behaviors. It is found to impede people's cognitive functions (Bauiester, DeWall, Ciarocco, & Twenge, 2005), self-awareness (Twenge, Catanese, & Baumeister, 2003), and ability to empathize with others (Twenge, DeWall, Ciarocco, & Bartels, 2007). In addition, ostracized individuals are more likely to engage in aggressive behaviors (Twenge, Baumeister, Tice, & Stucke, 2001). On the other side, people who feel being excluded from a group may improve their performance and prove their value to the group in order to regain the inclusionary status (Williams & Sommer, 1997). However, which reaction path to ostracism, contrastive vs. destructive, an ostracized individual will choose is still not clear. The current study attempts to answer this question by incorporating social influence and social identity theories and proposes a process model of ostracism in the workplace from others' ostracizing behaviors to the victims' organizational behaviors. According to social influence theory, the current study suggests political skill determines employee's response path to ostracism, so that politically skilled employees are more likely to choose constructive paths, while low politically skilled are more likely to choose destructive paths. At the same time, Need to belong and need to control are argued to moderate the magnitude of response to ostracism. In addition, political skill is proposed to affect the accuracy of perception of others' ostracizing behaviors, and reduce the strain outcome of perceived ostracism. Finally, organization-based self-esteem and organizational identification are examined in the reaction process to perceived ostracism based on social identify theory.
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