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The objective of this research is to examine the connections between mindfulness, psychological empowerment and the manifestation of ostracism in the workplace, particularly instigated ostracism, among university professors.

The study relies on data from 746 professors from a renowned university located in northern India. The researchers utilized pre-established scales to measure latent variables, and a seven-point Likert scale for evaluation purposes. The data were analyzed using PLS-SEM.

The results indicate a positive correlation between mindfulness and psychological empowerment, explaining 42.20% of its variance. Additionally, a negative correlation between psychological empowerment and workplace ostracism is observed, accounting for 1.70% and 5.20% of their variances, respectively. These findings suggest associations but do not imply causality, highlighting the need for further research to explore these relationships.

Its focus on university professors limits the study’s insights from a specific region, potentially affecting the findings' generalizability. Future research should encompass a broader demographic and geographic range to enhance the applicability and relevance of the results across diverse academic contexts.

This study contributes to the existing literature by highlighting a correlation between mindfulness and perceived psychological empowerment among university professors. It also suggests a potential association between psychological empowerment and reduced perceptions of the workplace and instigated ostracism. These preliminary findings, while not indicative of causality, could inform future research and the development of policies promoting mindfulness and empowerment in academic environments.

This study examines the correlations between mindfulness, psychological empowerment and ostracism within academic settings. It uniquely highlights the positive correlation between mindfulness and psychological empowerment and how this relates to reduced perceptions of workplace ostracism among university faculty. These findings suggest that universities could enhance work environments by focusing on these areas, potentially enriching higher education management practices.

The purpose of this project was to examine the extent to which early-career women faculty in science, technology, engineering and math (STEM) experience working in a chilly interpersonal climate (as indicated by experiences of ostracism and incivility) and how those experiences relate to work and non-work well-being outcomes.

Data came from a sample of 96 early-career STEM faculty (Study 1) and a sample of 68 early-career women STEM faculty (Study 2). Both samples completed online surveys assessing their experiences of working in a chilly interpersonal climate and well-being.

In Study 1, early-career women STEM faculty reported greater experiences of ostracism and incivility and more negative occupational well-being outcomes associated with these experiences compared to early-career men STEM faculty. In Study 2, early-career women STEM faculty reported more ostracism and incivility from their male colleagues than from their female colleagues. Experiences of ostracism (and, to a lesser extent, incivility) from male colleagues also related to negative occupational and psychological well-being outcomes.

This paper documents that exposure to a chilly interpersonal climate in the form of ostracism and incivility is a potential explanation for the lack and withdrawal of junior women faculty in STEM academic fields.

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.

The purpose of this study is to uncover how peer ostracism (POS) elicits knowledge hiding directed towards ostracizing peers through the intervening role of peer contact quality (PCQ). Moreover, the authors aim to highlight the role of the need to belong (NTB) as a first-order boundary condition in direct and indirect hypothesized paths.

The research opted for a three-wave time-lagged survey design. The data were obtained from the 234 teaching and non-teaching employees working in Higher Educational Sector in Pakistan through random sampling. Mediation and moderated mediation analysis was done by using PROCESS Models 4 and 7.

The results embraced the mediation, moderation and moderated mediation hypotheses. It was noted that POS creates negative exchange relationships. As a result, the ostracized employees withhold knowledge from the predating peer. NTB served as a buffering agent between POS and PCQ, as well as, in the indirect POS, PCQ and peer-directed knowledge hiding relationship.

This research serves as a guideline for management and faculty of Higher Educational Institutions for minimization of POS to promote effective collegial contact quality and curb knowledge hiding.

Although the research in workplace ostracism and knowledge hiding is not new, yet how this association emerges from the viewpoint of peers is not known. This study has added to the literature by answering who is more likely to reciprocate ostracism from peers by having poor quality contact and directing knowledge hiding towards the predator. By this, the authors have added to the limited stream of moderated mediation mechanisms underlying ostracism and knowledge hiding behaviour. In addition, the authors have drawn attention to the importance of peer relationships in higher educational settings.

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 review paper aims to understand the development of workplace ostracism as a field in organizational studies from 2000 to the present. The study provides a comprehensive synthesis of the current state of the domain by exploring its antecedents, consequences, underlying mechanisms and buffering mechanisms.

The present study analyses 134 published peer-reviewed empirical and non-empirical articles retrieved from the Scopus database. A systematic literature review and bibliometric analyses (using VOS viewer) have been used to gain insights into the development and trends within the field. Bibliometric analyses involved science mapping techniques such as co-citation analysis, co-occurrence of keywords and bibliographic coupling. Combining these three techniques, the study aimed to provide a comprehensive overview of the workplace ostracism research domain's historical, current and future landscape.

In the present study, through descriptive analyses, the authors uncovered publishing trends, productive journals, countries and industries that contribute to this research field. The systematic review enabled the showcasing of the current landscape of workplace ostracism. The bibliometric analyses shed light on major authors, influential articles, prominent journals and significant keywords in workplace ostracism.

This study enriches the existing literature by offering a comprehensive research framework for workplace ostracism. It goes beyond that by presenting significant bibliographic insights by applying bibliometric analyses. Furthermore, this study identifies and emphasizes future research directions using the theory, characteristics, construct and methodologies framework, aiming to expand the knowledge base and understanding of this topic.

Based on the work–home resources model regarding the work domain and the home domain as a whole resource exchange system with directional resource flows, this study proposed that perceived overqualification could lead to personal resources drain, especially for employees with high work–family centrality (i.e. valuing work more than family). Furthermore, the drained personal resources of the focal employees brought in more spouse undermining and less spouse support at home.

A quantitative approach in which Study 1 involving 259 pairs and Study 2 involving 260 pairs of employees and their spouses from China provided support to the first-stage moderated mediation model.

Results revealed that when employees' work–family centrality is high, perceived overqualification could elicit personal resources drain and induce more spouse undermining and less spouse support. On the contrary, when employees' work–family centrality is low, perceived overqualification could reduce personal resources drain and render less spouse undermining and more spouse support. The two studies consistently provided support for most of the hypotheses.

The research results suggest that organizations could take some feasible measures to help overqualified employees articulate the value of work–family centrality to manage overqualified employees' work–family resources further, bringing appropriate sequential behaviors at home.

Research on perceived overqualification has primarily focused on its consequences in the work domain, paying scant attention to whether it can influence the home domain outside work. This research contributes to this line of literature by investigating how and when perceived overqualification leads to family outcomes.

The aim of this study is to examine the influence of workplace ostracism on deviant behaviour and testified the mediating roles of organisational identification, burnout and organisation-based self-esteem (OBSE) by using a parallel mediation model. Then, the moderating role of ingratiation in the interrelation between ostracism, the mediators and deviant behaviour is examined.

A survey questionnaire was used to collect data from nurses working in public sector hospitals in Pakistan. Nursing context is appropriate for the study because this occupation involves a greater extent of social interaction among peer nurses, doctors and administration in the provision of health services. A total of 417 nurses provided complete responses, and the study hypotheses were tested using the partial least squares structural equation modeling (PLS-SEM).

The study findings show that ostracism is positively related to deviant behaviour of nurses, indicating that workplace ostracism is an important predictor of deviant behaviour. Ostracised nurses experienced higher job burnouts and low OBSE as well as organisational identification. Results also show that ostracism promotes deviant behaviour by reducing OBSE and organisational identification. Moreover, results provide evidence that high ingratiation overcomes the detrimental effects of ostracism on both deviant behaviour and mediators.

The present study integrates the literature on ostracism and its attitudinal and behavioural outcomes and submits that ostracism negatively affects the attitudes of victims which in turn results in negative behavioural outcomes (i.e. deviant behaviour). This study also suggests ingratiation as a tactic to control the negative effects of ostracism.

Ostracism is a common challenge in the workplace, but little is known about the behaviours of those who trigger it. The authors examined how leader favouritism can drive coworkers to ostracise one another, given that leadership is a key factor in shaping employee attitudes and behaviour. Invoking social comparison theory, the authors assessed a model of how perceived favouritism affects ostracism through jealousy, moderated by organisation-based self-esteem (OBSE).

The authors surveyed 294 non-managerial employees from several service organisations in the United Arab Emirates (UAE) and analysed the data with partial least squares structural equation modelling (PLS-SEM) using SmartPLS 3 software.

Unexpectedly, leader favouritism did not directly affect ostracism but only indirectly through the mediation of jealousy. OBSE was found to moderate this relationship, suggesting that higher levels of OBSE can weaken the impact of leader favouritism on employee jealousy.

These findings explain the intricate dynamics and underlying reasons as to how leader favouritism can instigate employee-to-employee ostracism.

A limited number of empirical studies have indicated that individuals who experience workplace ostracism tend to engage in subtle and retaliatory behaviors as a means of seeking inner peace. However, research on organizational behavior and employee psychology in relation to ostracism is still in its nascent stages. Specifically, further investigation is warranted to explore how supervisor ostracism influences task procrastination (TP) through psychological processes such as self-efficacy, self-esteem and motivation. Notably, a significant gap exists in the ostracism literature, as it has yet to thoroughly examine employee behaviors related to knowledge hiding (KH) and TP in the context of individual or team-based work (Zhao et al., 2016; Brouwer and Jansen, 2019). Therefore, the present study aims to address this gap and expand the research stream within the education sector by introducing “threat to self-esteem” (TSE) as a mediating factor in the outcomes of ostracism.

The study employed a quantitative approach, using questionnaires to collect data and mainly focused on statistics and standards. The authors used SPSS and Smart-PLS to employ numerical values developed from questionnaire surveys. Likewise, we employed primary data collection tools, including mixed survey analysis (self-reported and peer-reported). The data were collected from middle-level managers working in three public sector universities. By using a three-wave research design with a two-week interval in each phase, we were able to separate the measurement of the predictor and moderator factor [supervisor ostracism (SO) and individual resilience (IR)], mediator (TSE) and outcome variables (KH and TP).

The study has discovered a substantial relationship between variables, and all hypotheses are accepted according to the data results and findings. The study measures the effects of supervisor ostracism on knowledge hiding and task procrastination through mediating effect of threat to self-esteem, which individual resilience moderates. This study adds a few contributions to the current literature, following the goals stated above. First, this attempts to highlight employee KH behavior and TP behavior by identifying SO as the primary predictor.

The organization should closely monitor the level of workplace ostracism. One strategy to accomplish this goal is to routinely gauge the extent of ostracism at work using targeted techniques like surveys and observation. The organization can also create an employee assistance program for the workers to assist them in coping with the mistreatment and better adjusting to the workplace culture. Furthermore, employee empowerment and collaborative decision-making can boost workers' self-esteem, eventually leading to diminishing knowledge-hiding and procrastination habits inside the organization.

There is a research gap regarding the barriers to KH from the perspective of team dynamics and interpersonal mistreatment at work because prior research has focused on knowledge sharing, organizational culture and organizational obstruction. Research on organizational behavior and employee psychology in relation to ostracism is still in its nascent stages. Specifically, further investigation is warranted to explore how SO influences TP through psychological processes such as self-efficacy, self-esteem and motivation. Notably, a significant gap exists in the ostracism literature, as it has yet to thoroughly examine employee behaviors related to KH and TP in individual or team-based work.