Workplace ostracism and service performance: The mediating role of job tension, organizational identification, and work engagement

Abstract

Given the empirical evidence indicating the relationship between workplace ostracism and counterproductive work behavior, this study aims to tackle, in a collectivistic culture, the impact of workplace ostracism on service performance. EFA and CFA were run on the quantitative data collected, online, from 242 respondents. Reliability and validity were assessed. The findings reveal that the relationship between workplace ostracism and service performance is partially mediated by job tension, organizational identification, and work engagement. Organizational identification, in such a collectivistic context, is shown to buffer the negative impact of workplace ostracism on service performance, supporting the results of earlier studies. Different implications are highlighted and recommendations for future research are communicated too.