The impact of workplace ostracism in service organizations

Alicia S M LEUNG; L. Z. Wu; Amy Y Y CHEN; Michael YOUNG

doi:10.1016/j.ijhm.2011.01.004

The impact of workplace ostracism in service organizations

Alicia S M LEUNG^*, L. Z. Wu, Amy Y Y CHEN, Michael YOUNG

^*Corresponding author for this work

Research output: Contribution to journal › Journal article › peer-review

167 Citations (Scopus)

Abstract

This study examines the effects of personal and situational determinants on work engagement and service performance. Drawing on Conservation of Resources (COR) Theory, we hypothesize that workplace ostracism will reduce work engagement and service performance and that highly neurotic individuals are more susceptible to ostracism. To test the model, we collect longitudinal data from 304 supervisor-subordinate dyads in 19 Chinese hotels. As predicated, we find that: (1) workplace ostracism is negatively related to service performance; (2) workplace ostracism negatively impacts employee service performance via work engagement; and (3) neuroticism strengthens workplace ostracism's direct effect on work engagement and indirect effect on service performance. The implications of these findings, the strengths and limitations of the study, and directions for future research are discussed.

Original language	English
Pages (from-to)	836-844
Number of pages	9
Journal	International Journal of Hospitality Management
Volume	30
Issue number	4
DOIs	https://doi.org/10.1016/j.ijhm.2011.01.004
Publication status	Published - Dec 2011

Scopus Subject Areas

Tourism, Leisure and Hospitality Management
Strategy and Management

User-Defined Keywords

Neuroticism
Service performance
Work engagement
Workplace ostracism

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10.1016/j.ijhm.2011.01.004

Cite this

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title = "The impact of workplace ostracism in service organizations",

abstract = "This study examines the effects of personal and situational determinants on work engagement and service performance. Drawing on Conservation of Resources (COR) Theory, we hypothesize that workplace ostracism will reduce work engagement and service performance and that highly neurotic individuals are more susceptible to ostracism. To test the model, we collect longitudinal data from 304 supervisor-subordinate dyads in 19 Chinese hotels. As predicated, we find that: (1) workplace ostracism is negatively related to service performance; (2) workplace ostracism negatively impacts employee service performance via work engagement; and (3) neuroticism strengthens workplace ostracism's direct effect on work engagement and indirect effect on service performance. The implications of these findings, the strengths and limitations of the study, and directions for future research are discussed.",

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AU - LEUNG, Alicia S M

AU - Wu, L. Z.

AU - CHEN, Amy Y Y

AU - YOUNG, Michael

PY - 2011/12

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N2 - This study examines the effects of personal and situational determinants on work engagement and service performance. Drawing on Conservation of Resources (COR) Theory, we hypothesize that workplace ostracism will reduce work engagement and service performance and that highly neurotic individuals are more susceptible to ostracism. To test the model, we collect longitudinal data from 304 supervisor-subordinate dyads in 19 Chinese hotels. As predicated, we find that: (1) workplace ostracism is negatively related to service performance; (2) workplace ostracism negatively impacts employee service performance via work engagement; and (3) neuroticism strengthens workplace ostracism's direct effect on work engagement and indirect effect on service performance. The implications of these findings, the strengths and limitations of the study, and directions for future research are discussed.

AB - This study examines the effects of personal and situational determinants on work engagement and service performance. Drawing on Conservation of Resources (COR) Theory, we hypothesize that workplace ostracism will reduce work engagement and service performance and that highly neurotic individuals are more susceptible to ostracism. To test the model, we collect longitudinal data from 304 supervisor-subordinate dyads in 19 Chinese hotels. As predicated, we find that: (1) workplace ostracism is negatively related to service performance; (2) workplace ostracism negatively impacts employee service performance via work engagement; and (3) neuroticism strengthens workplace ostracism's direct effect on work engagement and indirect effect on service performance. The implications of these findings, the strengths and limitations of the study, and directions for future research are discussed.

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The impact of workplace ostracism in service organizations

Abstract

Scopus Subject Areas

User-Defined Keywords

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