Organizational Dehumanization Research Articles

Supervisor’s Organizational Embodiment, Organizational Dehumanization and its Relation with Job Attraction as Perceived by Nurses

Supervisor’s Organizational Embodiment, Organizational Dehumanization and its Relation with Job Attraction as Perceived by Nurses

The Influence of it Incident Management and Training on Service Improvement: Does Organizational Dehumanization Have an Impact?

This study aims to identify the positive impact of training and incident management on service recovery performance and the negative impact of organizational dehumanization on service recovery performance. The results showed that training and incident management have a positive effect on service recovery performance. However, the moderation of organizational dehumanization does not have a significant effect on reducing service recovery performance but instead strengthens it. This research provides more understanding that the implementation of banking operations, including Islamic banking, must be carried out with strict regulations, including the affirmation of provisions that can be interpreted as a pattern of organizational dehumanization. However, to strengthen and accelerate the post-incident service recovery process, it must be supported by continuous and quality training.

Intent vs Reality: Dehumanization in the South African Corporate Landscape

Thirty years after apartheid’s abolition and the ascension of a new democratic leadership, South Africa continues to grapple with the discriminatory legacy of apartheid. Measures introduced by the post-apartheid government to combat historical marginalization, including legislative initiatives like affirmative action laws and diversity management policies, encounter inherent structural barriers within South African organizations shaped by prevailing cultural norms. Despite the legal framework in place, black employees often endure dehumanizing treatment, finding themselves sidelined from decision-making channels and lacking access to avenues for career advancement and professional development. This essay aims to better understand the lived experiences of South African workplace employees through the lens of organizational dehumanization. This work underscores the urgent need to reimagine transformation efforts in South Africa, moving beyond numerical representation toward a more inclusive work environment that promotes genuine empowerment. It emphasizes the importance of developing holistic diversity management strategies, implementing effective mentorship and sponsorship programs, and providing opportunities for meaningful participation and decision-making by black employees. Such an approach will ensure that legislative intentions are translated into practical workplace realities, ultimately fostering true equality and empowerment.

Reciprocity Between Organizational Dehumanization and Taking Charge at Work: The Role of Thriving

Reciprocity Between Organizational Dehumanization and Taking Charge at Work: The Role of Thriving

Organizational Dehumanization and Job Anxiety: Moderating Role of Passion: A Conservation of Resource Theory Perspective

Purpose- For employees, organizations have always been significant social entities, therefore, using the theoretical lens of conservation of resource theory, this study investigates the impact of organizational dehumanization on job anxiety. Moreover, passion is used as a moderating variable between organizational dehumanization and job anxiety to explain how the presence of passion changes the effect of organizational dehumanization on job anxiety. Study Design/methodology/approach- The study used a two-wave time-lagged approach through a convenience sampling technique for the collection of data. For that purpose, two hundred and fifteen employees working in various service sector organizations in Pakistan from different sectors participate in the survey process. Moreover, the PROCESS macro by Hayes was used to analyze the proposed hypotheses. Findings- Results show that there is a positive significant link between organizational dehumanization and job anxiety. Moreover, higher levels of passion in individuals weaken the level of job anxiety in the presence of higher organizational dehumanization. Research Practical Implications- Since employers serve as role models for their employees, it is imperative that they provide a clear and strict example of ethics and respect for others. There should be rules in these workplaces prohibiting dehumanization and other forms of workplace abuse. Further, this study highlights the importance of passion for individuals to minimize job anxiety, especially in an environment of dehumanization. Originality/value- There is limited research on the factors that can preserve and restore the well-being of employees who have been mistreated at work. These findings offer insight into how employees' passion can boost productivity even in toxic and stressful work environments.

How supervisor and coworker ostracism influence employee outcomes: the role of organizational dehumanization and organizational embodiment

PurposeThis 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.Design/methodology/approachA cross-sectional study (N = 625) surveying employees from various organizations while using online questionnaires was conducted.FindingsResults 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.Originality/valueThis 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.

Organizational Dehumanization Impact on Knowledge Hiding and Employee Theft Time: Moderating Effect of Psychological Capital

This study illustrates when organizational dehumanization leads to infrequent (deviant) job behavior. So, this study aims to investigate the impact of organizational dehumanization on perceived incivility, knowledge hiding, and employee theft time. In addition, the moderating effect of psychological capital is examined among organizational dehumanization and perceived incivility, as well as the mediation of perceived incivility about organizational dehumanization and deviant (abnormal) job behavior (time theft and knowledge hiding). This study is based on the COR and SET theory. The information was gathered from manufacturing sector employees utilizing the time-lag method of intervals T1/T2/T3 correspondingly. The data demonstrate that organizational dissent is a problem. Additionally, the psychological capital of the workforce reduced the negative impacts of organizational dehumanization on perceived rudeness. This study offers insights into reducing organizational stressors to buffer employee deviant behaviors by considering behavioral results of organizational dehumanization or management. This study also provides directions for new manufacturing industry research

The relationship between organizational dehumanization and work engagement: the mediating effect of nurses’ work stress

BackgroundOrganizational dehumanization has detrimental consequences for nurses’ wellbeing and leads to a stressful work environment. Moreover, it is very destructive to work engagement.AimTo examine the mediating role of nurses’ work stress between organizational dehumanization and work engagement.MethodA cross-sectional research design was conducted with 245 staff nurses over a one-month period. The researchers used structured equation modeling.ResultsWork engagement and organizational dehumanization levels were both moderate. In addition, the degree of job stress among the nurses was moderate, too. The results of the structural equation modeling showed that the association between organizational dehumanization and job engagement is partially mediated by work stress.ConclusionsFor staff nurses to exhibit high levels of caring behaviors, this study emphasized the need to establish a work environment that employs tactics to improve workplace engagement and happiness. In addition to changing the organizational culture of nurses to eradicate organizational dehumanization and pressures related to the job.

Your humanity depends on mine: the role of organizational dehumanization in the context of university studies

Infrahumanization means considering the other or the outgroup as less human than oneself or the ingroup. However, little attention has been given to the variables that determine the selection of which outgroups may be subjected to infrahumanization and the variables that might be moderating this process. This research aims to analyze the role that the relationship with the outgroup plays in the attribution of secondary emotions and the moderator role of organizational dehumanization. Participants (N = 338 students) completed a structured questionnaire that took 15 min. The results show that there is an attribution of humanity to the outgroup when the relationship between ingroup and outgroup is closer. Furthermore, organizational dehumanization had a moderator role between the relationship with the outgroup and the infrahumanization, which shows that when the ingroup perceives that it is being dehumanized by its organization, it attributes less humanity to the outgroup. Our research extends the theoretical understanding of infrahumanization and suggests that the relationship between the outgroup and the organizational dehumanization impacts the attribution of humanity.

The level of conscientiousness trait and technostress: a moderated mediation model

As organizations increasingly rely on technology for the management, planning, and execution of activities and tasks. The consequence of technology use is technostress, which can ultimately affect workers’ mental and physical health. This study aimed to explore the factors influencing technostress in relation to conscientiousness and the mediating effects of organizational dehumanization based on hierarchical levels within the organization. The sample consisted of 190 adults, with the majority being teachers (57.4%). A moderated mediation analysis was employed using the PROCESS software. This study reveals that organizational dehumanization is a mechanism through which conscientiousness can foster technostress, mainly when the hierarchy level is situated at lower levels. Organizations should develop an approach to addressing technostress based on the hierarchical roles and competencies assumed by workers to promote healthier work environments and decrease the stress caused by technology.

The impact of core self-evaluations and person-job fit on work-related outcomes.

The aim of this study is to explore the mediating effect of emotional exhaustion (EE) between core self-evaluations (CSE), person-job fit (PJ fit) and service recovery performance (SRP). The current research also examines whether organizational dehumanization (OD) moderates the relationship between two antecedents, EE and SRP. We collected time-lagged and multi-source data from star-rated hotels in three cities in China. In particular, direct supervisors of frontline employees (FLEs) rated their SRP (N = 32 supervisors and their 212 immediate employees). The hypotheses were gauged via PROCESS (version 3.4). The results indicate that CSE and PJ fit alleviate FLEs' EE, which subsequently advances their SRP. OD moderates the direct impact of two antecedents on EE and SRP. Moreover, OD moderates the indirect influence of two antecedents on SRP through EE. The hospitality literature currently lacks an in-depth understanding of the underlying mechanism through which CSE and PJ fit affect FLEs' SRP. This study incorporates EE as a mediator of the CSE's and PJ fit's impact on SRP, and to the authors' knowledge, this is the first attempt to evaluate whether OD moderates the direct influence of CSE and PJ fit on SRP and the indirect impact of CSE and PJ fit on the aforementioned outcome via EE.

Role of organizational dehumanization and employee resilience between job insecurity and emotional exhaustion: A moderated-mediation analysis.

Role of organizational dehumanization and employee resilience between job insecurity and emotional exhaustion: A moderated-mediation analysis.

When organizational dehumanization hits home: Short‐scale validation and test of a spillover–crossover model

AbstractOrganizational dehumanization, a concept that has garnered increasing scholarly attention, still faces two significant limitations within the current literature. First, there is a lack of rigorously validated scales in the field. Second, the effects of organizational dehumanization on the family domain have been largely overlooked. In light of these gaps, we embarked on a comprehensive research project comprising five studies (NTotal = 2635) to address these limitations. Our primary objectives were twofold: (1) to develop and validate a concise five‐item scale for measuring organizational dehumanization based on Caesens et al.'s (Eur. J. Work Org. Psychol., 26, 2017, 527‐540) 11‐item measure (Studies 1, 2 and 3) and (2) to investigate a novel spillover–crossover model of organizational dehumanization (Studies 4 and 5). Our results indicated that our proposed short scale has a good factorial structure and high reliability indices, correlates strongly with the 11‐item full scale, is invariant over time and demonstrates evidence for convergent, discriminant and incremental validity. In addition, using data from both employees and their family members, we showed that organizational dehumanization contributes to an increase in work‐to‐family conflict among employees, as perceived by their family members. This, in turn, heightens relationship tension within their family members, ultimately leading to a decline in their relationship satisfaction. Theoretical and practical implications and avenues for future research are also discussed.

The Relationship Between Workplace Ostracism and Organizational Dehumanization: The Role of Need to Belong and its Outcomes.

This research investigates whether experiencing workplace ostracism is positively related to employees' perceptions of organizational dehumanization, and examines one underlying mechanism of this relationship (i.e., thwarted need to belong), as well as its consequences for both employees and organizations. First, a cross-sectional study (N = 256) highlighted that workplace ostracism positively relates to organizational dehumanization which, in turn, is related to employees' well-being (i.e., increased depression), attitudes (i.e., decreased job satisfaction) and behaviors toward the organization (i.e., increased turnover intentions, decreased loyalty behaviors toward the organization). Second, an experimental study manipulating workplace ostracism using vignettes (N = 199) showed that workplace ostracism has a positive impact on organizational dehumanization, which subsequently relates to employees' decreased job satisfaction, increased turnover intentions, and decreased loyalty behaviors. Finally, a third cross-sectional study (N = 423) revealed that employees' thwarted need to belong mediates the relationship between workplace ostracism and organizational dehumanization, which is ultimately associated with employees' increased depression, decreased job satisfaction, increased turnover intentions, and decreased loyalty behaviors. Theoretical contributions, directions for future research and practical implications are discussed.

Organizational Culture, Justice, Dehumanization and Affective Commitment in French Employees: A Serial Mediation Model.

The instrumentality of employees can be considered a common feature of the modern workplace. To investigate the influence of this instrumentalizing culture on organizational performance on the individual level, we tested whether perceived clan values (according to the Competing Values Framework) could explain affective commitment directly and indirectly through perceptions of organizational justice and organizational dehumanization in employees. Using the PROCESS macro, we tested a corresponding serial mediation model in a convenience sample of 306 French employees. Although employees who perceived a lack of clan values were less committed, the observed indirect effect was greater. Our findings highlight the role of perceived organizational culture in influencing affective commitment and how perceived justice and dehumanization may explain part of this relationship. This research also contradicts widespread beliefs stating dehumanizing strategies are universally beneficial in terms of organizational efficiency. Limitations and directions for future research are discussed.

Influence of Social Media on Consumer Buying Behavior

With around 4 billion social media users and 5.19 billion mobile phone users today, the influence of social media on consumer behavior is a paramount research area. The study explores the nexus between social media and purchasing decisions, spotlighting how digital connectivity and mobility reshape brand marketing and impact consumer choices. Amidst this digital revolution, social media emerges as a goldmine for marketers, offering innovative strategies to engage consumers. The study, primarily quantitative, employs an online survey to unveil social media's pivotal role in shaping consumer purchasing behaviors, notably in information-seeking and decision- making processes. Consumers readily harness social media's swift access to vast information and exhibit receptivity to targeted ads, while social media influencers emerge as potent marketing allies, spanning generations. Active social media engagement, reliable customer service, and seamless information provision stand out as key tenets for building consumer trust. As technology advances, social media's sway on purchasing decisions is poised to intensify further, compelling businesses to adapt. The impetus for this research stemmed from the retail industry, driven by existing challenges in social media marketing strategy and customer engagement. Key Words: leadership; attachment theory; security provider; organizational climate; organizational dehumanization, burnout.

Fostering Security Providing Leadership: A Resource to Safeguard Against Employee Burnout

In work settings, different leadership styles significantly impact employee well-being, potentially leading to improved health or heightened stress levels. This research posits that leadership focused on providing security can serve as a crucial asset in mitigating employee job burnout. The study explores the correlation between employees' perceptions of their leaders' security-oriented leadership and their experience of job-related burnout. This research explores how security- providing leaders impact burnout, highlighting the mediating roles of organizational climate (psychological safety) and organizational dehumanization. The study surveyed 655 Spanish employees (53.7% women) through non- discriminative snowball sampling. Using Partial Least Squares Structural Equation Modeling (PLS-SEM), results confirm a negative link between security-providing leadership and burnout. The study also finds that this relationship is influenced by psychological safety climate and organizational dehumanization. These findings support attachment-based leadership, indicating ways to create better organizational environments. Leaders focusing on security enhance employee well-being by promoting psychological safety and reducing organizational dehumanization, thus mitigating job burnout. Key Words: leadership; attachment theory; security provider; organizational climate; organizational dehumanization, burnout.

Organizational Dehumanization as a Predictor of Unethical Workplace Behavior

Organizational Dehumanization as a Predictor of Unethical Workplace Behavior

Perceived sexualization of the work environment's influence on well‐being, attitudes, and behaviors: The roles of organizational dehumanization and enjoyment of sexualization

AbstractThe present research investigates whether employees' perceptions of being dehumanized by their organization act as an underlying mechanism in the relationship between sexualized work environments (SWE) and their detrimental consequences. The research also examines the moderating role of enjoyment of sexualization (ES) in the relationship between SWE and organizational dehumanization (OD). First, a cross‐sectional study (N = 350) showed that SWE positively relate to OD which, in turn, negatively affects employees' well‐being (i.e., increased emotional exhaustion, increased psychological strains), attitudes (i.e., decreased job satisfaction), and behaviors at work (i.e., increased turnover intentions). A second study (N = 433) replicated these findings and further revealed the moderating role of employees' ES. Specifically, the relationship between SWE and OD proved to be stronger at lower levels of ES. Finally, additional exploratory analyses highlighted that the moderating role of ES was not conditional upon employees' gender. Theoretical contributions and promising avenues for future research as well as are discussed.

The Relationship Between Organizational Dehumanization and Family Functioning

The Relationship Between Organizational Dehumanization and Family Functioning