Can Social Rejection Change Employees' Value Priorities? The Mediating Roles of Emotional Distress and Emotional Numbness

Abstract

Purpose: Social rejection is a negative interpersonal experience that leads to emotional, cognitive, and physiological outcomes. We develop a theoretical model arguing that social rejection in workplace settings can alter employees' personal values in either the short- or the long term. Methodology: This is a theoretical essay based on three theories: (1) human values; (2) affective events; and (3) shattered assumptions. Findings: In the proposed model, an employee's emotional reactions to social rejection in the workplace (emotional distress or emotional numbness) partially mediate the relationship between the experience of social rejection and short- or long-term development of self-protective (rather than self-expansive) personal values. Originality: The processes whereby social rejection at work leads to personal value change remain largely unexplored to date. The proposed model represents an initial attempt to understand this process, including the effects of emotional distress (long term) and emotional numbness (short term). Research Implications: The model introduces the mechanisms whereby social rejection in the workplace leads to short-term and long-term changes in individual values and has potential to serve as a launchpad for future research interest in this phenomenon. Practical Implications: The framework proposed in this chapter should help scholars to understand better the dynamics of social rejection in the workplace and how this phenomenon affects employees' values in work settings, both in the short- and long term.

Citation

Amirzadeh, M., Ashkanasy, N.M., Harati, H., Brienza, J.P. and Baumeister, R.F. (2022), "Can Social Rejection Change Employees' Value Priorities? The Mediating Roles of Emotional Distress and Emotional Numbness", Humphrey, R.H., Ashkanasy, N.M. and Troth, A.C. (Ed.) Emotions and Negativity (Research on Emotion in Organizations, Vol. 17), Emerald Publishing Limited, Leeds, pp. 63-85. https://doi.org/10.1108/S1746-979120210000017010