ISSN 0439-755X
CN 11-1911/B

心理学报 ›› 2019, Vol. 51 ›› Issue (1): 128-140.doi: 10.3724/SP.J.1041.2019.00128

• 研究报告 • 上一篇    下一篇



  1. 1 暨南大学管理学院, 广州 510632
    2 中山大学岭南学院, 广州 510275
    3 一汽-大众汽车有限公司佛山分公司, 广东 佛山 528237
  • 收稿日期:2017-09-11 出版日期:2019-01-25 发布日期:2018-11-26
  • 通讯作者: 严鸣
  • 基金资助:
    * 国家自然科学基金项目(71772076);* 国家自然科学基金项目(71502042);* 国家自然科学基金项目(71702204);广东省哲学社会科学“十二五”规划2015年度学科共建项目(GD15XGL19);广州市哲学社会科学发展“十三五”规划一般课题(2016GZYB08)

Hostile retaliation or identity motivation? The mechanisms of how newcomers’ role organizational socialization affects their workplace ostracism

WANG Haibo1,YAN Ming1,*,WU Haibo2,LI Jinrong3,WANG Xiaohui2   

  1. 1 Management School, Jinan University, Guangzhou 510632, China
    2 Lingnan College, Sun Yat-sen University, Guangzhou 510275, China
    3 FAW-Volkswagen Automotive Co. Ltd Foshan Branch, Foshan 528237, China
  • Received:2017-09-11 Online:2019-01-25 Published:2018-11-26
  • Contact: Ming YAN


以往关于职场排斥形成机制的研究, 主要是基于冲突-报复的视角, 验证了人际冲突对职场排斥具有稳定的预测作用, 而这个解释逻辑很可能对新员工并不适用。本文基于角色认同理论, 考察新员工的角色社会化程度对其职场排斥行为的作用机制。通过对多阶段收集的249对新员工上下级匹配问卷分析发现, 在控制了经典的冲突报复机制之后, 角色认同机制能够解释新员工的职场排斥行为。具体来说, 结果显示:(1)新员工的角色社会化程度负向影响其职场排斥行为; (2)工作疏离感在新员工的角色社会化程度与职场排斥行为之间起中介作用; (3)发展性反馈在新员工的角色社会化程度与工作疏离感的关系中起调节作用; 进一步, (4)发展性反馈调节了工作疏离感对角色社会化程度-职场排斥行为关系的中介作用。本研究结果不仅从理论上拓展了职场排斥行为的研究视角, 为以后的进一步研究提供新的理论框架, 而且从角色认同的视角为组织管理新员工的职场排斥行为提供新思路。

关键词: 新员工, 职场排斥, 角色社会化, 工作疏离感, 发展性反馈


The term "workplace ostracism" refers to the acts of ignoring or excluding others in a workplace. Most previous studies on workplace ostracism are based on the revenge perspective, arguing that revenge cognition triggered by interpersonal conflict is the main motivation of workplace ostracism. However, this logic may not be applied to the newcomers. This is because they are part of the relatively disadvantaged groups in the organization and are eager to involve themselves to the new settings rather than engage in interpersonal conflicts that can worsen their situation. Drawing on identity theory, we attempt to explore the mechanisms by which newcomers’ role organizational socialization contributes to their workplace ostracism. Specifically, our model integrates both mediating and moderating mechanisms into a single model, thus providing an explanation of how newcomers’ role organizational socialization affects their workplace ostracism through the mediating and moderating roles of work alienation and insiders’ developmental feedback, respectively.
To test the hypotheses in our model, we conducted a survey on 249 employee-supervisor dyads from four companies in Guangdong Province, China. The survey was conducted in three waves. In the first wave, newcomer participants were asked to complete a questionnaire, including demographic information (gender, age, tenure, education), role organizational socialization, and interpersonal conflict. In the second wave, newcomer participants reported their work alienation, revenge cognition, and developmental feedback. In the third wave, their leaders were required to rate the newcomers’ workplace ostracism. We examined our hypotheses with MPLUS 6.12 and SPSS 22.0.
Empirical results showed that the role identity mechanism can significantly explain newcomers’ workplace ostracism after controlling the traditional conflict-retaliation mechanism. Specifically, we found support for our arguments as follows: 1) newcomers’ role organizational socialization is negatively related to their workplace ostracism, 2) newcomers’ work alienation serves as a mediator in the relation between their role organizational socialization and workplace ostracism, and 3) developmental feedback moderates the relationship between newcomers’ role organizational socialization and work alienation. Specifically, the negative relation between newcomers’ role organizational socialization and work alienation is stronger when the level of developmental feedback they received is low. Furthermore, 4) developmental feedback moderates the negative and indirect effect of newcomers’ role organizational socialization on their workplace ostracism. Specifically, work alienation mediates the negative effect when developmental feedback is low, but not when it is high.
This study contributes to the theoretical and empirical literature in the following ways. First, we extend previous studies on workplace ostracism by demonstrating that newcomers and experienced employees can have different reasons for their workplace ostracism. The verification of the role identity mechanism for newcomers’ workplace ostracism significantly extends our understanding of the unique features of their behaviors during the organizational socialization period. Second, our findings deepen our understanding of the role identity mechanism by examining the mediating role of work alienation and the moderating effect of developmental feedback under a general theoretical framework. Finally, our work uses identity theory to build a comprehensive frame work for understanding the antecedents of workplace ostracism, thus providing a uniquely generative frame work for future research.

Key words: newcomers, workplace ostracism, role organizational socialization, work alienation, developmental feedback