The impact of workplace ostracism in service organizations

This study examines the effects of personal and situational determinants on work engagement and service performance. Drawing on Conservation of Resources (COR) Theory, we hypothesize that workplace ostracism will reduce work engagement and service performance and that highly neurotic individuals are more susceptible to ostracism. To test the model, we collect longitudinal data from 304 supervisor–subordinate dyads in 19 Chinese hotels. As predicated, we find that: (1) workplace ostracism is negatively related to service performance; (2) workplace ostracism negatively impacts employee service performance via work engagement; and (3) neuroticism strengthens workplace ostracism's direct effect on work engagement and indirect effect on service performance. The implications of these findings, the strengths and limitations of the study, and directions for future research are discussed.

Research highlights
► Drawing on COR theory, this study examines the effects of personal and situational determinants on work engagement and service performance.
► Workplace ostracism is negatively related to service performance.
► Workplace ostracism negatively impacts service performance via work engagement.
► Neuroticism strengthens workplace ostracism's direct effect on work engagement and indirect effect on service performance.
► Highly neurotic individuals are more likely to perceive that they are victims of workplace ostracism.