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Workplace ostracism and job performance: roles of self-efficacy and job level

Workplace ostracism and job performance: roles of self-efficacy and job level The purpose of this paper is to investigate how employees’ perceptions of workplace ostracism might reduce their job performance, as well as how the negative workplace ostracism–job performance relationship might be buffered by their self-efficacy. It also considers how this buffering role of self-efficacy might vary according to employees’ job level.Design/methodology/approachQuantitative data came from a survey of employees and their supervisors in Pakistani organizations.FindingsWorkplace ostracism relates negatively to job performance, but this relationship is weaker at higher levels of self-efficacy. The buffering role of self-efficacy is particularly strong among employees at higher job levels.Practical implicationsOrganizations that cannot prevent some of their employees from feeling excluded by other members can counter the related threat of underperformance by promoting employees’ confidence in their own skills and competencies. This measure is particularly useful among higher-ranking employees.Originality/valueThis study provides a more complete understanding of the circumstances in which workplace ostracism is less likely to diminish employees’ job performance, by specifying the concurrent influences of workplace ostracism, self-efficacy and job level. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Personnel Review Emerald Publishing

Workplace ostracism and job performance: roles of self-efficacy and job level

De Clercq, Dirk; Haq, Inam Ul; Azeem, Muhammad Umer
Personnel Review , Volume 48 (1): 20 – Jan 21, 2019
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References (90)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0048-3486
DOI
10.1108/pr-02-2017-0039
Publisher site
See Article on Publisher Site

Abstract

The purpose of this paper is to investigate how employees’ perceptions of workplace ostracism might reduce their job performance, as well as how the negative workplace ostracism–job performance relationship might be buffered by their self-efficacy. It also considers how this buffering role of self-efficacy might vary according to employees’ job level.Design/methodology/approachQuantitative data came from a survey of employees and their supervisors in Pakistani organizations.FindingsWorkplace ostracism relates negatively to job performance, but this relationship is weaker at higher levels of self-efficacy. The buffering role of self-efficacy is particularly strong among employees at higher job levels.Practical implicationsOrganizations that cannot prevent some of their employees from feeling excluded by other members can counter the related threat of underperformance by promoting employees’ confidence in their own skills and competencies. This measure is particularly useful among higher-ranking employees.Originality/valueThis study provides a more complete understanding of the circumstances in which workplace ostracism is less likely to diminish employees’ job performance, by specifying the concurrent influences of workplace ostracism, self-efficacy and job level.

Journal

Personnel Review – Emerald Publishing

Published: Jan 21, 2019

Keywords: Self-efficacy; Quantitative; Job performance; Workplace ostracism; Conservation of resources theory

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