Fiset John, Al Hajj Raghid, Vongas John G
Faculty of Business Administration, Memorial University of Newfoundland, St. John'sNL, Canada.
John Molson School of Business, Concordia University, MontrealQC, Canada.
Front Psychol. 2017 Sep 5;8:1528. doi: 10.3389/fpsyg.2017.01528. eCollection 2017.
Drawing on approach/inhibition theory of power, we investigated two factors that influence the manner by which victims react to workplace ostracism: the hierarchical status of the ostracizer and the level of an ostracizee's external social support including family, friends, and significant others. Across an experimental vignette study (Study 1) and a field study (Study 2), we found support for a three-way interaction with felt ostracism, ostracizee external social support, and ostracizer status influencing victims' organizational citizenship behavior and deviance directed toward other individuals. In addition, felt ostracism and ostracizee external social support interacted to predict turnover intentions. Overall, victims who were ostracized by a legitimate higher-status authority (e.g., manager) and whose external social support network was limited experienced the most negative outcomes across both studies. Our findings suggest that contextual factors both inside and outside the organization jointly impact the way in which individuals react to perceived workplace ostracism. Implications and future research directions are discussed.
借鉴权力的趋近/抑制理论，我们研究了影响受害者对职场排斥反应方式的两个因素：排斥者的等级地位以及被排斥者的外部社会支持水平，包括家人、朋友和重要他人。通过一项实验性小插曲研究（研究1）和一项实地研究（研究2），我们发现支持一种三向交互作用，即感受到的排斥、被排斥者的外部社会支持以及排斥者地位会影响受害者的组织公民行为和针对其他个体的偏差行为。此外，感受到的排斥与被排斥者的外部社会支持相互作用以预测离职意图。总体而言，在两项研究中，被合法的高地位权威（如经理）排斥且外部社会支持网络有限的受害者经历了最负面的结果。我们的研究结果表明，组织内外的情境因素共同影响个体对感知到的职场排斥的反应方式。文中讨论了研究的意义和未来的研究方向。
