Workplace Ostracism and Counterproductive Work Behaviors: The Chain Mediating Role of Anger and Turnover Intention.

Yingge Zhu,Denghao Zhang

doi:10.3389/fpsyg.2021.761560

Abstract

This study aims to explore the mediating effect of anger and turnover intention on the relationship between workplace ostracism and counterproductive work behaviors. A two-stage follow-up survey of 426 employees born after 1990 was conducted using the Workplace Ostracism Scale, Counterproductive Work Behaviors Scale, Trait Anger subscale of the State-Trait Anger Expression Inventory, and Turnover Intention Scale. Workplace ostracism was found to be significantly positively correlated with anger, turnover intention, and counterproductive work behaviors. Furthermore, anger and turnover intention both separately and serially mediated the relationship between workplace ostracism and counterproductive work behaviors. This study confirms the chain mediating effect of anger and turnover intention on the relationship between workplace ostracism and counterproductive work behaviors.

Highlights

Counterproductive work behaviors refer to intentionally aggressive behaviors carried out by employees that are potentially harmful to the interests of an organization or its stakeholders (Spector et al, 2006)
We first examined the fit of a four-factor model that included workplace ostracism, anger, turnover intention, and counterproductive work behaviors
Based on the social change theory (Li et al, 2019b), this study discussed the influence of workplace ostracism on counterproductive work behaviors and explored how this relationship is mediated by anger and turnover intention

Summary

Introduction

Counterproductive work behaviors refer to intentionally aggressive behaviors carried out by employees that are potentially harmful to the interests of an organization or its stakeholders (Spector et al, 2006). Such behaviors can cause huge losses from an organization (Bolton et al, 2010) and may cause irreparable consequences for society (Ciampa et al, 2021). To adapt to changing developmental needs, a social system must adjust and reorganize its structural relationships (Li et al, 2019b). This reorganization may have a significant impact on individuals’ values, preferences, and behaviors (Chou, 2012). Exploring the attitudes and behaviors of young employees, who are becoming the backbone of many

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