2018_6_6_Workplace .pdf - The Journal of Social Psychology ISSN 0022-4545(Print 1940-1183(Online Journal homepage http/www.tandfonline.com/loi/vsoc20

2018_6_6_Workplace .pdf - The Journal of Social Psychology...

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Full Terms & Conditions of access and use can be found at The Journal of Social Psychology ISSN: 0022-4545 (Print) 1940-1183 (Online) Journal homepage: Workplace ostracism, self-regulation, and job performance: Moderating role of intrinsic work motivation Robert Steinbauer, Robert W. Renn, H Shawna Chen & Nicholas Rhew To cite this article: Robert Steinbauer, Robert W. Renn, H Shawna Chen & Nicholas Rhew (2018): Workplace ostracism, self-regulation, and job performance: Moderating role of intrinsic work motivation, The Journal of Social Psychology, DOI: 10.1080/00224545.2018.1424110 To link to this article: Accepted author version posted online: 08 Jan 2018. Published online: 24 Jan 2018. Submit your article to this journal Article views: 288 View related articles View Crossmark data
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Workplace ostracism, self-regulation, and job performance: Moderating role of intrinsic work motivation Robert Steinbauer a , Robert W. Renn b , H Shawna Chen a , and Nicholas Rhew c a Brock University Goodman School of Business; b University of Memphis; c Coastal Carolina University ABSTRACT Drawing from a self-regulation perspective, we examine how intrinsic work motivation changes the relation between workplace ostracism and employee job performance via self-leadership. We test a moderated mediated model with data collected from 101 employees at two points in time. Results provide support for the hypothesis that ostracized employees who are more intrinsically motivated use self-leadership strategies to a greater degree to improve their job performance than their counterparts who are not intrinsically motivated. The findings contribute to research regarding boundary conditions of ostracism theory and have important practical implications. ARTICLE HISTORY Received 3 March 2016 Revised 29 October 2017 Accepted 11 December 2017 KEYWORDS Intrinsic work motivation; job performance; self-leadership; workplace ostracism Employees experience many unpleasant workplace events that can negatively affect their well- being and job performance (Hoel, Rayner, & Cooper, 1999 ; Robinson & Bennett, 1995 ), but none may be more common than workplace ostracism 1 (Fox & Stallworth, 2005 ). Two recent studies reveal that a majority of employees surveyed had experienced ostracism at work at some point in their career (Fox & Stallworth, 2005 ; O Reilly, Robinson, Berdahl, & Banki, 2015 ). Ostracism occurs when an individual or group is ignored or excluded by another individual or group (Williams, 2007 , p. 427). Unfortunately, organizations do not typically consider workplace ostra- cism a punishable offense and only regulate active threats to employees such as harassment or bullying in their codes of conduct. This is unfortunate, as ostracism may cause psychological and physical pain to the victim (Eisenberger, Lieberman, & Williams, 2003 ; Fox & Stallworth, 2005 ; Lieberman, 2007 ; Lustenberger & Williams, 2009 ) and is costly to organizations. For example, it has been linked to procrastination, deviant and unethical behaviors, retaliation against coworkers,
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