Co‐Worker Exclusion and Employee Outcomes: An Investigation of the Moderating Roles of Perceived Organizational and Social Support

22 Pages Posted: 14 Nov 2014

See all articles by Kristin L. Scott

Kristin L. Scott

Clemson University

Thomas J. Zagenczyk

University of Pittsburgh - College of Business Administration

Michaéla Schippers

Erasmus University Rotterdam (EUR) - Department of Technology and Operations Management

Russell L. Purvis

Clemson University

Kevin Cruz

University of Texas at El Paso

Date Written: December 2014

Abstract

When does social support alleviate or exacerbate the effects of being excluded by colleagues in the workplace? This study integrates belongingness and social support theories to predict and demonstrate the differential effects of work‐related support (i.e., perceived organizational support; POS) and non‐work‐related support (i.e., family and social support; FSS) on employee reactions to co‐worker exclusion. Consistent with our predictions, we found that employees reporting high levels of co‐worker exclusion and high levels of perceived organizational support demonstrate higher levels of performance and increased levels of self‐worth than those reporting low levels of POS. Alternatively, support from family or friends intensified the negative relationship between co‐worker exclusion and self‐esteem and the positive relationship between co‐worker exclusion and job‐induced tension. Unexpectedly, FSS did not influence the supervisor‐rated task performance of excluded workers, nor did POS mitigate the relationship between co‐worker exclusion and job‐induced tension. Implications for theory, research, and practice are discussed.

Keywords: co‐worker exclusion, perceived organizational support, performance, social exchange, social support

Suggested Citation

Scott, Kristin L. and Zagenczyk, Thomas J. and Schippers, Michaela and Purvis, Russell L. and Cruz, Kevin, Co‐Worker Exclusion and Employee Outcomes: An Investigation of the Moderating Roles of Perceived Organizational and Social Support (December 2014). Journal of Management Studies, Vol. 51, Issue 8, pp. 1235-1256, 2014, Available at SSRN: https://ssrn.com/abstract=2524157 or http://dx.doi.org/10.1111/joms.12099

Kristin L. Scott (Contact Author)

Clemson University

101 Sikes Ave
Clemson, SC 29634
United States

Thomas J. Zagenczyk

University of Pittsburgh - College of Business Administration ( email )

United States

Michaela Schippers

Erasmus University Rotterdam (EUR) - Department of Technology and Operations Management ( email )

RSM Erasmus University
PO Box 1738
3000 DR Rotterdam
Netherlands

Russell L. Purvis

Clemson University

101 Sikes Ave
Clemson, SC 29634
United States

Kevin Cruz

University of Texas at El Paso

500 W University Ave
El Paso, TX 79902
United States

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