• The Journal of Asian Finance, Economics and Business
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• v.8 no.11
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• pp.265-276
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• 2021

The current research aims to examine how workplace ostracism influences employee turnover-oriented intention and investigates the mediating role of job burnout in the workplace ostracism - turnover relationship. Drawing on conservation of resource theory, we hypothesize that higher levels of workplace ostracism develop employee turnover through job burnout. Precisely, we predict that workplace ostracism is positively associated with turnover intention, both directly and indirectly via job burnout. To test our theoretical model, we collected field data from 311 banking employees in Pakistan. Structural equation modeling is used to test the relationship between workplace ostracism and employee turnover intention. The empirical findings reveal that workplace ostracism is positively associated with turnover intention. Furthermore, the relationship between workplace ostracism and turnover intention is mediated by job burnout. By using job burnout as a mediator, the present study sheds light on "why" workplace ostracism is related to employee turnover intention. In doing so, the present research provides a comprehensive understanding of the negative effects of ostracism on the workplace. This has subsequently provided practitioners with new insight into how to reduce employee turnover in organizations. We conclude by discussing the future directions and practical implications of our study.

• Journal of Distribution Science
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• v.17 no.4
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• pp.41-50
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• 2019

Purpose - The purpose of this study is to examine the impact of leader-member exchange (LMX) on employees' behaviors as well as to test the mediating roles of feeling trusted in the relationships. Research design, data, and methodology - Survey data were collected and analyzed from 285 sales people who work for various organizations in eastern China. The corresponding research models were verified using SPSS 22 and Amos 22. Results - The empirical results show that LMX plays a positive role in job performance and is positively related with subordinate's feelings of trust. However, the study was shown to have negative correlations between LMX and workplace ostracism. Feeling trusted by superiors mediated the relationship between LMX and job performance, resulting in employees being more motivated to do better, creating a positive synergetic effect. However, this relationship did not show to have significant mediating effects on the relationship between LMX and workplace ostracism. Conclusions - This study further enriches the relevant theory of LMX and has significance for management practices such as distribution sectors, guiding leaders to create a suitable team atmosphere. Leaders need to pay attention to build a high quality LMX with employees based on the empirical results of this study.

• Safety and Health at Work
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• v.8 no.4
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• pp.398-401
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• 2017

Background: Organizational ostracism is defined as a violation of norms that we are suggested to acknowledge at the workplace. It results in the exclusion of one person or multiple persons, and causes damage to our innate need to belong. This kind of behaviorism can be engaged through a hierarchical or nonhierarchical relationship. Three elements interact in the framework of organizational ostracism: the actor, the target, and the institution. Our aim was to describe the different factors interacting with every element in order to produce recommendations targeting to prevent the occurrence of such behaviorism in an institution and to help targets of such a violence in order to handle this situation and go forward. As psychological impact of ostracism has frequently been studied in the literature, we focused on its impact on professional tasks. Methods: We performed a questionnaire-based study about organizational ostracism. This questionnaire was established through an online platform (https://www.sondageonline.com) and made available through the following link: https://goo.gl/forms/KrkVXe3bMEc79cau2. A keyword was sent to all participants. We created a 23-interrogation questionnaire with open and short questions. Nonwritten consent was obtained from all participants. Results: The actor of ostracism engaged in ostracism, in most of the cases, with other persons without a real purpose. The actor of ostracism had an antecedent of problematic relationship at work in 82.9% of the cases. Of the participants, 58.5% were of the view that ostracism aimed to cause hurt and isolate them. Professional isolation was observed in 58.5% of the cases; 51.2% of the participants tried to improve their work potential and explained their reaction by an intrinsic motivation. The organization atmosphere was judged to be bad in most of the cases. Conclusion: Our study showed that ostracism was mainly observed in public practice.