Research On The Relationship Among Workplace Ostracism,General Self-Efficacy And Job Performance

Workplace Violence has been an important research topic in management circles these decades. There have been numerous scholars devoted to workplace physical violence and have achieved fruitful results, such as "Sexual Harassment","Workplace Aggression","Victimization" and so on. However workplace mental violence attracts scholars’attention gradually, for instance,"Workplace Gossip","Workplace Ostracism","Workplace Bullying" and some others. Workplace Ostracism is an typically workplace mental violence, existing in all types of organizations, making staff depressed, unable to vent and lack of motivation. But researches about it are very limited, until2008, Ferris et al conducted a systematic study about it and developed scale, after that, there gradually emerged related researches. Duffy et al considered Workplace Ostracism as a typically undermining behavior, having many negative effects on staff. Chinese scholar Wu Long explored the impact of Workplace Ostracism on Organizational Citizenship Behavior, Organizational Identity and Collective Tendency. Numerous scholars pointed out that Workplace Ostracism could become an extremely negative factor, it will not only the influence harmony of company, but also greatly weaken employee’s motivation, even lead to abnormal operation of company.The negative impact of workplace ostracism on employees in the workplace consisted of the following parts. First, Ferris et al (2008) found that workplace ostracism have negative impact on job performance; Li Rui’s survey found that workplace ostracism has a significant negative impact on job dedication and interpersonal promotion. Second, Hitlan et al (2006) study showed that employees in the exclusion, may be arise leave tendency due to long-term accumulation of discontent. Ferris (2008) found that workplace ostracism has a significant positive correlation with turnover. O’Reilly (2009) studied the direct relationship between workplace ostracism and withdrawal behavior, proved that this two has positive correlation, which is the more the employees’ workplace ostracism, the stronger the tendency to leave will be. Third, Ferris et al (2008) study showed that workplace ostracism was significantly negatively correlated with employee satisfaction; Dupin empirical study found that workplace ostracism led to the deterioration of relations among colleagues, employee satisfaction and self-realization of the also weakened with workplace ostracism. Fourth, organizational self-esteem refers to the degree of organization of employees believe in their self-esteem in the context of the organization needs to be met. In the process of interpersonal communication, self-esteem comes from the formation of social information issued by others. Therefore, when others in the organization exhibits silent treatment, neglect and exclusion to other individuals, the individual’s organization of self-esteem would be weakened. Five, Allen and Meyer (1990) found that Workplace ostracism will reduce organizational commitment of employees; Hitlan et al (2006) found that workplace ostracism will reduce organizational citizenship behavior of employees;Williams’s research proved that workplace ostracism may threaten individuals’needs on belonging, needs on self-esteem, needs on control, and needs on meaningful existence and other basic psychological needs, causing a variety of negative emotions, such as anxiety, depression, loneliness, anger and sadness, etc., thereby affecting mental health of individual. Chinese scholars Fang Zhibin and Yang Zhiyang found that workplace ostracism may reduce the voice behavior of employees.For any organizations, whether profitable organization or a non-profit organization, job performance is the foundation of achieving its vision and its mission, the organization’s manager makes a series of decisions about the employee’s work is to improve performance. Thus, performance has always been the focus of entrepreneurial and management scientists in practical application and theoretical research. However, the existence of workplace ostracism deeply affects job performance of employees. Therefore, this article attempts to uncover the veil of workplace ostracism on performance, weakening the workplace ostracism impact on the work performance.From the research of scholars we found that personality traits play a decisive role in the individual’s perception of workplace ostracism, but also deeply affects individuals’ action after the feel of workplace ostracism. While the general self-efficacy plays as a totality of an individual’s self-confidence to deal with different environments or when faced with a new environment, is a generalization of personality traits. It plays a very positive job performance impact, can the general self-efficacy play a moderate role in it? Therefore, this paper will try to explore the impact of it on job performance under Chinese culture, and analyze buffering effect of General Self-Efficacy on them. Hoping to contribute to the research about workplace ostracism and make some significance to society.In order to understand and explore deeply, this paper will be divided into five parts. The first part is an introduction. Describes background, meaning, purpose, framework, methodologies and innovations. The second part is a literature review. Reading large number of domestic and foreign related books, papers and magazines, collating research process, status, and the relation among Workplace Ostracism, Job Performance, General Self-Efficacy, setting foundation for model and hypotheses. The third part is the design of research. Setting the model and hypotheses based on part two, abstracting the scales of Workplace Ostracism, Job Performance, General Self-Efficacy, designing practical questionnaires for this research. The forth part is empirical analysis and findings. Sorting of questionnaires, analyzing and testing with SPSS18.0statistical software, including· the basic status of the investigation, the reliability and validity of the questionnaires, descriptive statistical analysis, variance analysis, correlation and regression analysis of data, finally test the relationship between the variables and assumptions based on the results above. The fifth part is the conclusion and suggestion. Concluding research results, theoretical and management recommendations, limitations and future prospects of this paper.By analyzing data of the questionnaire with SPSS18.0, we conclude the relationship among workplace ostracism, job performance and general self-efficacy as following:First, workplace ostracism, job performance and general self-efficacy have difference on age and work time. Young employees feel more workplace ostracism than older ones, and with the work time goes long, workplace ostracism may be weakened day by day. Job performance can be enlightened with work time goes long, so does the age, except the little difference between3year aged and5year aged. It reflects that employees’job performance can be up goes with time goes by.Second, workplace ostracism has negative impact on job performance and its three dimensions, which reflects that workplace ostracism may restrain employees’ job performance in our working environment.Third, general self-efficacy has negative impact on job performance and also on its three dimensions, which reflects that employees’ job performance can be improved by general self-efficacy in our working environment.Fourth, general self-efficacy can moderate workplace ostracism and interpersonal facilitation and job dedication, but can not moderate workplace ostracism and task performance.Base on the analysis above, following will give some advice and suggestions:First, age has some influence on workplace ostracism, so newly recruited staff may feel blur about the environment, relationships and lack a sense of belonging, cannot quickly integrated into the circle of other people, and they are the company’s future talent pool. Therefore, this part of the staff should be given much more attention.Second, from the analysis, general self-efficacy plays an important role in moderating workplace ostracism, so raise employees’ general self-efficacy can affect job performance to some extent. We know that the strength of general self-efficacy is impacted by direct experience and indirect experience, verbal persuasion, physiological effects and emotional state, so managers can improve staff’s general self-efficacy through these four parts.Third, in the recruitment and selection process, one can consider using assessment tools, and to analyze the general self-efficacy of candidates as a factor in hiring staff.Fourth, consider includes the three dimensions of job performance in performance assessment. But in face, only task performance can be measurable objective, so an excellent performance appraisal system should be made.