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This research aims to investigate the mediating role of organizational dehumanization in the relationships between supervisor/coworker ostracism and employee outcomes (i.e., increased physical strains, decreased work engagement, increased turnover intentions). Moreover, this research explores the moderating role of supervisor’s organizational embodiment and coworkers’ organizational embodiment in these indirect relationships.

A cross-sectional study (N = 625) surveying employees from various organizations while using online questionnaires was conducted.

Results highlighted that, when considered together, both supervisor ostracism and coworker ostracism are positively related to organizational dehumanization, which, in turn, detrimentally influences employees’ well-being (increased physical strains), attitudes (decreased work engagement) and behaviors (increased turnover intentions). Results further indicated that the indirect effects of supervisor ostracism on outcomes via organizational dehumanization were stronger when the supervisor was perceived as highly representative of the organization. However, the interactive effect between coworker ostracism and coworkers’ organizational embodiment on organizational dehumanization was not significant.

This research adds to theory by highlighting how and when supervisor and coworker ostracism relate to undesirable consequences for both employees and organizations. On top of simultaneously considering two sources of workplace ostracism (supervisor/coworkers), this research adds to extant literature by examining one underlying mechanism (i.e., organizational dehumanization) explaining their deleterious influence on outcomes. It further examines the circumstances (i.e., high organizational embodiment) in which victims of supervisor/coworker ostracism particularly rely on this experience to form organizational dehumanization perceptions.

Knowledge is the source of competitive advantage, but when shared at all levels. Unfortunately, there is a universal unruly present in the form of knowledge hiding at employees’ level, but the causes and remedies are still vague as past studies have rarely investigated the causes of daily knowledge hiding behavior. Against this backdrop, this study aims to entail a daily diary method investigation of the role of daily abusive supervision in daily employees’ knowledge hiding through the mediation of dehumanization and moderation of psychological capital.

The data for this study is collected using a daily diary method approach, which estimates the daily workplace events and their continuous influence on employees’ feelings (i.e. dehumanization) and actions (knowledge hiding). The daily responses of 279 respondents were considered useful for analysis purposes.

The findings of the study revealed that the daily events of abusive supervision have both direct and indirect (through dehumanization) influence on employees’ daily knowledge hiding behavior. Moreover, psychosocial capital has a significant conditional influence in the relationships of negative workplace treatments (abusive supervision and dehumanization) and their outcomes (i.e. knowledge hiding).

The study provides some theoretical and practical insights by providing the explanatory and coping mechanism between continuous abusive supervision and daily knowledge hiding behavior.

There is a dearth of literature that has focused on daily episodes of abusive supervision, dehumanization and knowledge hiding behavior. Furthermore, the moderating role of psychological capital has also been rarely investigated.

This study aims to explore the dynamics of workplace ostracism and dehumanization behavior and its impact on employees’ psychological contract violation, their revenge intention and psychological well-being.

The study has collected data from 329 IT sector employees working in the northern part of India using standard measures for various constructs utilized in the study. For the purpose of testing the proposed hypothesis, partial least square structural equation modeling is used.

The results show that all the hypotheses were supported, meaning employees experiencing ostracism and dehumanization at the workplace feel stressed and anxious and develop feelings of revenge, leading them to experience irrational feelings.

In the presence of workplace dehumanization and workplace ostracism, employees may experience stress, anxiety and depression. Managers must ensure a psychologically safe environment because if individuals experience ostracism or dehumanization at the workplace, they are going to affect their well-being through revenge intention behavior. Hence, it is important that managers should provide adequate resources to the employees so that they can feel psychologically safe in the workplace and hence can enhance psychological well-being.

This study is unique in terms of its contribution to the existing literature by understanding the nuances of workplace ostracism and dehumanization on employee’s well-being. The study also contributes to highlighting the advantages of using tools to establish psychological safety.

The purpose of this study is to examine the mediating effect of psychological well-being between organizational dehumanization and two outcome variables: service recovery performance and service sabotage. This research also investigates whether organizational tenure moderates the relationship between organizational dehumanization and psychological well-being.

Using survey methodology, 200 hotel frontline service employees (FLEs) in Turkey were sampled over two time points. Additionally, employees’ direct supervisors rated their service recovery performance. The partial least squares method, specifically SmartPLS 3.3.3, was used for data analysis.

The results indicate that organizational dehumanization negatively influences employees’ psychological well-being. However, organizational tenure moderates this relationship, in which organizational dehumanization has less of a negative effect on employees’ psychological well-being in those with longer tenure. Psychological well-being was found to mediate the relationship between organizational dehumanization and service recovery performance. Finally, psychological well-being mediates the relationship between organizational dehumanization and service sabotage.

Managers should consider the negative effect organizational dehumanization has on FLEs’ psychological well-being and aim to establish an organizational culture that values these employees as individuals and as invaluable resources for the organization. Further, this study has found that less tenured employees are less likely to have the psychological resources to cope with organizational dehumanization and are more susceptible to decreased productivity (i.e. service recovery performance) and engaging in counterproductive work behaviors (i.e. service sabotage) due to mistreatment in the workplace.

This study furthers our understanding of organizational dehumanization, an understudied concept in hospitality research, which influences employee outcomes. The findings of this study contribute to the advancement of the self-determination theory and how organizational dehumanization impacts psychological well-being. It also contributes to the conservation of resources theory and current literature on service recovery performance and service sabotage.

Stigma reduction is an important public health challenge because of the large morbidity and mortality associated with some forms of substance use. Extreme stigma can lead to dehumanisation of target groups, who are ascribed with lesser humanity. The authors examined whether there was blatant and subtle dehumanisation of people who use heroin, and if these were associated with levels of support for non-discriminatory drug policy.

A cross-sectional online study using a UK convenience sample (n = 307 [75.2% female, mean age 28.6 ± 12.2 years]) was conducted. Participants completed assessments of blatant (Ascent of Humans [AoH] scale) and subtle (an emotion attribution task) dehumanisation and a bespoke measure assessing support for non-discriminatory drug policies. Other measures controlled for stigma towards people who use drugs (PWUD) and moral disgust.

There was greater blatant dehumanisation of people who used heroin compared to the general population and other potentially stigmatised reference groups, including people who use cannabis. The authors also found evidence of subtle dehumanisation, and people who used heroin were rated as being less likely to feel uniquely human emotions, less likely to feel positive emotions and more likely to feel negative emotions. Blatant dehumanisation was associated with significantly lower probability of support for non-discriminatory drug policy.

Dehumanisation may present significant challenges for stigma reduction initiatives and in fostering public support for drug policy and treatment. Denial of the humanity of this group could be used to justify discriminatory policies or relative deprioritisation of support services in funding decisions. Activities that seek to “rehumanise” PWUD, including social inclusion, and encouraging compassionate media representations that portray the lived experiences of substance use may be useful areas of future work.

This is the first study to investigate blatant and subtle dehumanisation of people who use heroin, and how this relates to public support for drug policy.

The biggest obstacle to the sustainable development of online brand communities is social loafing. Based on 3M Hierarchical Model of Personality, this paper aims to discuss the influence of the Big Five on social loafing in online brand communities, and consider the mediating role of dehumanization from the perspective of moral disengagement theory, so as to alleviate social loafing and promote the sustainable development of online brand communities.

The data were collected utilizing the online self-report questionnaires. Community members of mobile phone brands represented by HUAWEI and Xiaomi completed the questionnaire sets. Based on the responses of 214 participants, a structural equation modeling was applied to examine the relationship between Big Five on social loafing in online brand communities. Later, bootstrap analysis was used to further explore the indirect effect of dehumanization.

Only two personality traits, neuroticism and extroversion, have direct effect on social loafing, while agreeableness, conscientiousness and openness not. However, all the Big Five personality traits can indirectly influence social loafing through dehumanization.

This study introduces the concept of social loafing into online brand communities, and analyzes social loafing from the unique research perspective of moral disengagement theory, which can not only contribute to the development of moral disengagement theory and social loafing theory but also provide guiding points for relieving social loafing in online brand communities.

The purpose of this chapter is to examine the proliferation of scientific management and then to consider its effect on business and society. Our examination begins with a brief survey of various management approaches that emerged in the early twentieth century. We focus on Frederick Taylor, the originator of scientific management, as the person with the greatest influence on management scholarship. We assert that the propagation of scientific management in all sectors of business and society is so pervasive that is it ubiquitous, making it exceedingly difficult to consciously detect or question. We examine how core ideas from scientific management have facilitated the dehumanization of stakeholders in management scholarship and practice. We then discuss how dehumanizing tendencies — informed by the hidden ubiquity of scientific management — have permeated research in corporate social responsibility and management theory. We conclude with suggestions for integrating humanity into management theory.

The purpose of this paper is to investigate the factors that can hinder employee performance. Thereof, this study also investigates the mediating role of perceived incivility and the moderating role of psychological capital (PsyCap) to address “why” and “when” employee performance is undermined.

Data from 485 employees of hotel industry were gathered in two-time intervals (T1 and T2) by conducting a survey. The time interval gap between Time 1 and Time 2 was 15 days. The data of the respondents were analyzed by using Smart PLS3.

The results revealed that injustice perceptions led to perceived incivility, while organizational dehumanization and perceived incivility decreased employee performance. Perceived incivility mediated the relationship between interactional injustice and employee performance. Moreover, PsyCap played the moderating role in curbing the effect of stressor.

This study offers hotel managers a valuable insight to formulate effective strategies that can enhance performance and PsyCap amongst their employees, aside from minimizing stressors within the context of hotel industry.

This research contributes to literature by focusing on factors that can undermine employee performance. The study outcomes have essential implications for students, researchers and practitioners. The valuable insights facilitate researchers to focus on factors that lead to deterioration of employee performance, instead of investigating the often-sought employee performance increment factors. This study aids fresh research endeavor by establishing a new avenue for investigation. Hotel managers may find this study insightful to minimize adverse stressors that could deteriorate employee performance.

The purpose of this paper is to test whether procedural justice effects on organizational powerlessness and dehumanization are stronger for women than men and, consequently, mediated effects on turnover intention are conditional upon gender.

The authors recruited to a two-wave survey of workplace attitudes with flyers distributed at downtown subway exits. The authors controlled for and tested alternative models for distributive and interpersonal justice.

Gender moderated procedural justice effects on both mediators. The moderated mediation model held only for organizational dehumanization, even controlling for powerlessness. Models for distributive and interpersonal justice were not significant.

The authors used cross-sectional, self-report data but separated predictor and criterion variables in two surveys to counteract common method bias. Nevertheless, causal inferences are limited.

To retain personnel, managers, and organizations should be aware of the different needs of their employees and corresponding effects of justice. Likewise, women should be diligent in assessing justice and their response to being treated fairly.

The model is not predicated on an innate quality of gender but on endemic inequities in society. Procedural justice is associated with basic human needs, and effects that are conditional on gender may be socially constructed rather than based in supposed inherent gender differences.

Research and lay theories have emphasized that women value procedural justice because of inherently stronger relational needs. The findings suggest gendered effects are due to broader social conditions affecting women’s instrumental and existential needs.

Within societies in the 21st century, individuals who are embedded in a controlled context that impedes their political actions deal with the tensions they are experiencing through attempts at resistance. Several studies that examine individual infrapolitics in organizations explain how the subtle mix of compliance and resistance are constructed at the level of individual identity in a complex mechanism that both questions the system and strengthens it. However, the interplay between managers' identities and management accounting tools in this process is a topic that deserves more investigation. The aim of this article is to understand how the subtle resistance of individuals constructs neoliberal reforms through management accounting (MA).

The authors conducted a case study on three health and social organizations two years after major reforms were implemented in the health and social services sector in Québec, a province of Canada. These reforms were part of a new public management dynamic and involved the implementation of accounting tools, here referred to as New Public Management Accounting (NPMA) tools.

The authors’ findings show how managers participate in reforms, at the same time as attempt to stem the dehumanization they generate. Managers engage in subtly resisting, for themselves and for their field professional teams, the dehumanization and identity destruction that arises from the reforms. NPMA tools are central to this process, since managers question the reforms through NPMA tools and use them to resist creatively. However, their subtle resistance can lead to the strengthening of the neoliberal dynamic of the reform.

The authors contribute to both the literature of infrapolitics and MA by showing the role of NPMA tools in the construction of subtle resistance. Their article enriches the MA literature by characterizing the subtle forms of resistance and showing how managers engage in creative resistance by using the managerial potential flexibility of NPMA tools. The article also outlines how NPMA tools play a role in the dialectic process of resistance, since they aid managers in resisting reform-induced dehumanization but also support managers in reinventing and reinforcing what they are trying to fight. The authors’ study also illustrates the dialectic dynamic of resistance through NPMA in all its dimensions: discursive, material and symbolic. Finally, the authors contribute to management accounting literature by showing that NPMA tools are not only the objects of neoliberalization but also the support of backstage resistance to neoliberalization.