Academic literature on the topic 'Workplace belongingness'
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Journal articles on the topic "Workplace belongingness"
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Cockshaw, Wendell David, Ian M. Shochet, and Patricia L. Obst. "General Belongingness, Workplace Belongingness, and Depressive Symptoms." Journal of Community & Applied Social Psychology 23, no. 3 (November 8, 2012): 240–51. http://dx.doi.org/10.1002/casp.2121.
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Jena, Lalatendu Kesari, and Sajeet Pradhan. "Conceptualizing and validating workplace belongingness scale." Journal of Organizational Change Management 31, no. 2 (April 9, 2018): 451–62. http://dx.doi.org/10.1108/jocm-05-2017-0195.
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Purpose Previous studies have treated general belongingness as an aggregated construct that encompasses all belongingness types and have ignored the importance of context specific belongingness. This omission can be attributed to the lack of any context specific instrument to measure belongingness. Thus, the purpose of this paper is to develop and validate a self-report measure of workplace belongingness that will uniquely capture and test individual’s sense of belongingness in organisational context. Design/methodology/approach In total, 824 managerial executives working in several Indian MNCs operating in manufacturing and service sectors participated in the study. Data were collected through face-to-face survey and through online questionnaire. Findings The 12-item unidimensional scale was revalidated through confirmatory factor analysis after obtaining the results from exploratory factor analysis. Originality/value The current study developed and tested a unidimensional workplace belongingness scale that fully captures the essence of an individual’s belongingness in workplace setting.
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Katsaros, Kleanthis K. "Exploring the inclusive leadership and employee change participation relationship: the role of workplace belongingness and meaning-making." Baltic Journal of Management 17, no. 2 (March 14, 2022): 158–73. http://dx.doi.org/10.1108/bjm-03-2021-0104.
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PurposeBy drawing on the need to belong theory, the paper aims to propose a moderated mediation model to examine the role of workplace belongingness and meaning-making in the positive relationship between inclusive leadership and employee change participation.Design/methodology/approachParticipants were 155 employees from 31 teams from a branch of a multinational pharmaceutical company located in an EU country. The company faces constant legal, regulatory and technology-related changes after the coronavirus disease 2019 (COVID-19) pandemic outbreak. Data were collected in three waves, approximately three weeks apart between March 2020 and May 2020. To test the mediating effect of workplace belongingness were performed first – a series of regression analyses – and second, bootstrapping to assess the statistical significance of the indirect effect (Preacher and Hayes, 2008).FindingsWorkplace belongingness mediates the relationship between inclusive leadership and employees change participation. Further, the research findings provide support that meaning-making moderates the relationship between workplace belongingness and change participation as well as the indirect relationship between inclusive leadership and change participation through workplace belongingness such that the positive relationships are stronger when meaning-making is higher.Practical implicationsThe results indicate that should leaders and change management practitioners manage to influence positively employees' workplace belongingness by employing inclusive practices and procedures; leaders and change management practitioners will increase the level of participation during change and further the results note from an applied perspective the importance of mean-making as a facilitating factor during change in organizational settings. Relevant suggestions are made.Originality/valueThe findings provide new insights into how inclusive leadership and workplace belongingness can affect employees' change participation. Further, the research findings note the significant moderating role of meaning-making regarding both the relationship between workplace belongingness and change participation as well as the indirect relationship between inclusive leadership and change participation through workplace belongingness.
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Raza, Mohsin, Worakamol Wisetsri, Thanyanant Chansongpol, Chanyanan Somtawinpongsai, and Edwin Hernan Ramírez-Asís. "FOSTERING WORKPLACE BELONGINGNESS AMONG EMPLOYEES." Polish Journal of Management Studies 22, no. 2 (December 2020): 428–42. http://dx.doi.org/10.17512/pjms.2020.22.2.28.
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Haldorai, Kavitha, Woo Gon Kim, Kullada Phetvaroon, and Jun (Justin) Li. "Left out of the office “tribe”: the influence of workplace ostracism on employee work engagement." International Journal of Contemporary Hospitality Management 32, no. 8 (July 13, 2020): 2717–35. http://dx.doi.org/10.1108/ijchm-04-2020-0285.
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Purpose The purpose of this paper is to investigate how workplace ostracism influences employee work engagement. It further examines the mediating role of workplace belongingness and moderating role of intrinsic work motivation. Design/methodology/approach Data was collected from 402 hotel employees from Thailand. A second stage moderated-mediation is used to test the relationship between workplace ostracism and employee work engagement. Findings Workplace ostracism negatively impacts employee work engagement and workplace belongingness mediates this relationship. The negative effect of workplace ostracism on employee work engagement through workplace belongingness is stronger for employees high on intrinsic motivation. Practical implications Hotel firms should make social connection an organization-wide strategic priority. They can include workplace ostracism as workplace harassment in their policy. Originality/value Besides contributing to the nascent literature on workplace ostracism in the hospitality industry, the present study extends research on workplace ostracism by empirically testing the relationship between workplace ostracism and employee work engagement. By using workplace belongingness as a mediator, a better understanding is provided regarding “why” workplace ostracism relates to employee work engagement. By introducing intrinsic work motivation as a moderator, scholars can gain a better understanding in regard to “whom” workplace ostracism negatively relates to employee work engagement.
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Wu, Wen, Haihua (Jason) Wang, and Lu Lu. "Will my own perception be enough?" Chinese Management Studies 12, no. 1 (April 3, 2018): 202–21. http://dx.doi.org/10.1108/cms-04-2017-0109.
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Purpose The purpose of this paper is to fill important gaps by using the belongingness theory and examining the effects of individual-level workplace ostracism on members’ voice behavior and the effects of group-level workplace ostracism. Design/methodology/approach The authors used samples of 77 groups from a high-technological company. Findings Individual-level workplace ostracism is detrimental to group members’ promotive and prohibitive voice behavior, and group members’ belongingness mediates such effect; and group-level workplace ostracism is negatively related to group cohesion. The influence of group members’ perception of ostracism on their voice behavior is contingent on overall level of ostracism. Originality/value Despite of a growing body of studies on workplace ostracism “the extent to which an individual perceives that he or she is ignored or excluded by others at workplace”, the effects of workplace ostracism on individual’s voice behavior in group settings have received scant attention.
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Cavanagh, Jillian, Hannah Meacham, Patricia Pariona-Cabrera, and Timothy Bartram. "Subtle workplace discrimination inhibiting workers with intellectual disability from thriving at the workplace." Personnel Review 50, no. 7/8 (October 17, 2021): 1739–56. http://dx.doi.org/10.1108/pr-10-2021-0723.
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PurposeThe purpose of the article is to examine the experiences of workers with intellectual disability (WWID) and subtle discriminatory practices that hold these workers back from thriving at the workplace.Design/methodology/approachThe research design employs the Shore et al. (2011) framework of inclusion supported by optimal distinctiveness theory (ODT) (Brewer, 1991). These theoretical frames are used to examine the potential for WWID to become members of a work group and experience the opportunity to develop their unique selves, negotiate and thrive through their work for purposeful career outcomes. A qualitative case study approach was adopted through interviews and focus groups with a total of 91 participants: 41 WWID, 5 human resource (HR) managers, 5 duty/department managers (DMs), 24 colleagues and 16 supervisors.FindingsThe authors found that enhancing inclusion is underpinned by the positive impact of human resource management (HRM) practices and line management support for WWID feelings of belongingness and uniqueness that enable them to thrive through their work activities. The authors demonstrate that WWID need manager support and positive social interactions to increase their learning and vitality for work to embrace opportunities for growth. However, when WWID do not have these conditions, there are fewer opportunities for them to thrive at the workplace.Practical implicationsThere is a need for formal HRM and management support and inclusive organisational interventions to mitigate discriminatory practices and better support WWID at work. There is an opportunity for HRM to design training and development around belongingness and uniqueness for this cohort of workers to maximise WWID opportunities to thrive through their work.Originality/valueThis study examines a cohort of WWID who are often forgotten and subtly discriminated against more so than other minority or vulnerable cohorts in the workplace, especially in terms of their development and reaching their full potential at work, which has an impact on their ability to thrive through their work. The paper makes an innovative contribution to the HRM literature through unpacking the processes through which Shore et al.'s (2011) conceptualisation of belongingness and uniqueness contributes to thriving for a marginalised and often overlooked cohort of workers.
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Shakespeare-Finch, Jane, and Emma Daley. "Workplace belongingness, distress, and resilience in emergency service workers." Psychological Trauma: Theory, Research, Practice, and Policy 9, no. 1 (2017): 32–35. http://dx.doi.org/10.1037/tra0000108.
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Mohamed, Z., J. M. Newton, and L. McKenna. "Belongingness in the workplace: a study of Malaysian nurses' experiences." International Nursing Review 61, no. 1 (December 30, 2013): 124–30. http://dx.doi.org/10.1111/inr.12078.
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Hershcovis, M. Sandy, Babatunde Ogunfowora, Tara C. Reich, and Amy M. Christie. "Targeted workplace incivility: The roles of belongingness, embarrassment, and power." Journal of Organizational Behavior 38, no. 7 (February 7, 2017): 1057–75. http://dx.doi.org/10.1002/job.2183.
Full textDissertations / Theses on the topic "Workplace belongingness"
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Cockshaw, Wendell David. "Developing a model of links between general and workplace belongingness and depressive symptoms." Thesis, Queensland University of Technology, 2014. https://eprints.qut.edu.au/66237/1/Wendell_Cockshaw_Thesis.pdf.
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Given the high prevalence of depression in the community there is urgent need to understand the interpersonal predictors of this disorder. Data from large community samples indicates that a diminished sense of belonging appears to be the most salient and immediate antecedent of a rapid depressive response. Belongingness in the workplace is also very important and associated with depressive symptoms over and above associations attributable to general or community belongingness. Finally it appears that the personality factor of interpersonal sensitivity moderates the relationship between belongingness and depressive symptoms. Results have extensive future implications for the prevention and treatment of depression.
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Shin, Hwayeon Helene, and helene shin@abs gov au. "Institutional safe space and shame management in workplace bullying." The Australian National University. Research School of Social Sciences, 2006. http://thesis.anu.edu.au./public/adt-ANU20061114.142503.
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This study addresses the question of how an individuals perception of the
safety of his or her institutional space impacts on shame management
skills. Shame has been widely recognised as a core emotion that can readily
take the form of anger and violence in interpersonal relationships if it is
unresolved. When shame is not acknowledged properly, feelings of shame
build up and lead to shame-rage spirals that break down social bonds
between people. Some might consider the total avoidance of shame
experiences as a way to cut the link between shame and violence. However,
there is a reason why we cannot just discard the experience of shame. Shame
is a self-regulatory emotion (Braithwaite, 1989, 2002; Ahmed et al., 2001).
If one feels shame over wrongdoing, one is less likely to re-offend in the
future. That is to say, shame is a destructive emotion on the one hand in
the way it can destroy our social bonds, but on the other hand, it is a
moral emotion that reflects capacity to regulate each other and ourselves.
This paradoxical nature of shame gives rise to the necessity of managing
shame in a socially adaptive way. A group of scholars in the field of shame
has argued that institutions can be designed in such a way that they create
safe space that allows people to feel shame and manage shame without its
adverse consequences (Ahmed et al., 2001). This means that people would
feel safe to acknowledge shame and accept the consequences of their actions
without fear of stigmatisation or the disruption of social bonds. Without
fear, there would be less likelihood of displacing shame, that is, blaming
others and expressing shame as anger towards others. The context adopted
for empirically examining shame management in this study is workplace
bullying. Bullying has become a dangerous phenomenon in our workplace that
imposes significant costs on employers, employees, their families and
industries as a whole (Einarsen et al., 2003a). Teachers belong to a
professional group that is reputed to be seriously affected by bullying at
work. Teachers from Australia and Korea completed self-report
questionnaires anonymously. Three shame management styles were identified:
shame acknowledgement, shame displacement and (shame) withdrawal. The
likely strengths of these shame management styles were investigated in
terms of three factors postulated as contributions to institutional safe
space: that is, 1) cultural value orientations, 2) the salience of
workgroup identity, and 3) problem resolution practices at work. The
present thesis suggests that further consideration should be given to
institutional interventions that support and maintain institutional safe
space and that encourage shame acknowledgement, while dampening the adverse
effect of defensive shame management. The evidence presented in this thesis
is a first step in demonstrating that institutional safe space and shame
management skills are empirically measurable, are relevant in other
cultural contexts and address issues that are at the heart of the human
condition everywhere........ [For the full Abstract, see the PDF files
below]
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Bugujevci, Djellëza, and Filip Luu. "Arbetsplatsidentitet : En studie om lagerarbetares uppfattning av arbetsplatsidentitet och dess betydelse för dem i deras arbete." Thesis, Högskolan i Halmstad, Akademin för hälsa och välfärd, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-44971.
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Syftet med studien är att undersöka hur lagerarbetare i ett svenskt grossistföretag uppfattar arbetsplatsidentitet och hur betydelsen av det påverkar upplevelsen av arbetet och välbefinnandet på arbetsplatsen. Vidare är syftet i studien att undersöka hur arbetsplatsidentitet påverkas av hur arbete och arbetsuppgifter är organiserade. Uppsatsens övergripande frågeställning är Hur påverkas arbetsplatsidentitet av hur arbete och arbetsuppgifter är organiserade? Social identity theory och Need to belong theory har använts i studien för att få en djupare förståelse om begreppet arbetsplatsidentitet. I studien tillämpas kvalitativ forskning genom sju semistrukturerade intervjuer för att samla in empiriskt material. Respondenterna i studien är lagerarbetare som har arbetat i minst ett år på grossistföretaget och har hunnit skapa en uppfattning om arbetsplatsen. Resultatet i studien visar att arbetsplatsidentitet är förknippad med känsla av tillhörighet till andra individer och till arbetsuppgifter. Ytterligare visar resultatet att arbetsplatsidentitet är betydelsefull för lagerarbetarnas välmående och inställning till arbetet. Vidare visar resultatet att arbetsplatsidentitet är kontextberoende och har större betydelse i arbeten som utförs i grupp.The purpose of this study is to explore how workplace identity is perceived by warehouse workers in a Swedish wholesale company and how it affects their experience of work and wellbeing in the workplace. Furthermore, the purpose of this study is to explore how organizing work and work tasks affects workplace identity. This study's general issue is How is workplace identity affected by how work and tasks are organized? To gain a deeper understanding of the concept of workplace identity we have applied Social Identity Theory and Need to belong theory. To collect empirical material a qualitative research was applied in the study by doing seven semi-structured interviews. The respondents in our study consists of people working as warehouse workers, who had at least one year of experience in the company and developed an opinion about the workplace. The study results show that workplace identity is associated with a sense of belonging with other individuals and a sense of belonging to work tasks. Furthermore, the results show that workplace identity is of importance to warehouse employees wellbeing and work attitudes. Finally, the result shows that workplace identity is specific to the context and of greater importance in work that is performed in groups.
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Shin, Hwayeon Helene. "Institutional safe space and shame management in workplace bullying." Phd thesis, 2005. http://hdl.handle.net/1885/48189.
Full textAbstract:
This study addresses the question of how an individual’s perception of the safety of his or her institutional space impacts on shame management skills. Shame has been widely recognised as a core emotion that can readily take the form of anger and violence in interpersonal relationships if it is unresolved. When shame is not acknowledged properly, feelings of shame build up and lead to shame-rage spirals that break down social bonds between people. ¶ Some might consider the total avoidance of shame experiences as a way to cut the link between shame and violence. However, there is a reason why we cannot just discard the experience of shame. Shame is a self-regulatory emotion (Braithwaite, 1989, 2002; Ahmed et al., 2001). If one feels shame over wrongdoing, one is less likely to re-offend in the future. That is to say, shame is a destructive emotion on the one hand in the way it can destroy our social bonds, but on the other hand, it is a moral emotion that reflects capacity to regulate each other and ourselves. This paradoxical nature of shame gives rise to the necessity of managing shame in a socially adaptive way. ¶ ... The present thesis suggests that further consideration should be given to institutional interventions that support and maintain institutional safe space and that encourage shame acknowledgement, while dampening the adverse effect of defensive shame management. The evidence presented in this thesis is a first step in demonstrating that institutional safe space and shame management skills are empirically measurable, are relevant in other cultural contexts and address issues that are at the heart of the human condition everywhere
Book chapters on the topic "Workplace belongingness"
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Ghosh, Apoorva. "Leveraging Sexual Orientation Workforce Diversity through Identity Deployment." In Handbook of Research on Workforce Diversity in a Global Society, 403–24. IGI Global, 2012. http://dx.doi.org/10.4018/978-1-4666-1812-1.ch024.
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Disclosure decisions for lesbian and gay employees have been researched in organizational contexts. While the dilemmas associated, factors affecting, and situations encouraging or discouraging disclosure have been studied, the relatively unexplored area is how homosexuality can be strategically deployed at workplace to contest the associated stigma and bring positive social and political changes in the organizational climate. While scholars believe that remaining closeted may be the best strategy in a heterosexist and homophobic environment, studies report psychological strain, lack of authenticity, behavioral dilemmas, etc. experienced by closeted individuals, which, at minimum, lead to conflicts in daily situations of identity management and, at the peak, suicidal attempts due to perceived burdensomeness and failed belongingness. To address this dilemma in leveraging sexual orientation diversity in workplaces, this chapter deals with the framework of identity deployment offered by Bernstein (1997) to explore how homosexuality can be deployed in the workplace.
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Hendy, Nhung T. "The Role of Intellectual Humility in Leadership and Promoting Workplace Diversity, Equity, Inclusion, and Belongingness." In Implementing Diversity, Equity, Inclusion, and Belonging Management in Organizational Change Initiatives, 81–98. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-6684-4023-0.ch005.
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Intellectual humility is an underused concept in leadership and management. However, the COVID-19 pandemic has elevated the role of humility in leadership and human resource management practices in terms of building an engaging, diverse, and inclusive workplace. One reason for the low engagement level among U.S. employees based on a recent Gallup annual survey is the perceived lack of intellectual humility among leaders and managers alike, which subsequently inhibits the initiation and utilization of shared leadership in teams. In addition, disengaged employees were found to be less likely to display honesty and humility in their interactions with others, suggesting a workplace culture of destructive disagreement and distrust. This chapter provides an evidence-based discussion about the need for leaders to adopt and foster intellectual humility to effectively manage their work groups to improve talent retention, employee engagement, and building an organizational culture of diversity, equity, inclusion, and belongingness.