New research sheds light on the complexities of workplace ostracism, suggesting that how employees react to witnessing social exclusion depends largely on their dispositional envy. The study, conducted across several organisations in Pakistan, explores the emotional and behavioural responses of bystanders when they witness a coworker being ostracised. While some may be moved to help the victim, others may find pleasure in their misfortune.
The study, published in The Journal of Business Research, reveals a significant divide in how people respond emotionally to observed ostracism. Employees with lower levels of envy tend to feel compassion and are more likely to offer help to the ostracised coworker. On the other hand, those with higher levels of envy are more likely to experience schadenfreude—joy derived from another person’s suffering – and may even engage in further acts of exclusion themselves.
Dispositional envy, the tendency to feel inferior or resentful towards others’ advantages, plays a key role in shaping how people react to ostracism in the workplace. The researchers found that individuals with low envy are more likely to align their emotions with the victim, feeling compassion and a desire to alleviate their suffering. This emotional response often leads them to take supportive actions, such as offering help or including the ostracised person in social interactions.
Conversely, employees with higher envy tend to experience feelings of schadenfreude when witnessing a coworker being excluded. Instead of feeling sympathy, these individuals may feel justified in the victim’s exclusion and even participate in further acts of ostracism. The study highlights how envy can transform a negative event, like ostracism, into something that brings satisfaction to certain observers.
The research draws on the appraisal theory of emotions, which suggests that our emotional responses are based on how we perceive or “appraise” events. When a person with low envy witnesses ostracism, they are more likely to view the act as unfair or undeserved, triggering compassionate feelings. In contrast, a high level of envy may lead individuals to see ostracism as deserved, sparking feelings of schadenfreude and reinforcing negative behaviours.
This dichotomy in emotional response is significant, as it not only affects the well-being of the ostracised individual but also has broader implications for workplace culture. Acts of social exclusion, whether motivated by compassion or cruelty, can contribute to a toxic work environment if left unchecked.
The findings suggest that organisations need to be aware of the emotional dynamics at play when ostracism occurs. Employees who witness exclusion can have a profound impact on whether the behaviour is perpetuated or mitigated. Those who experience schadenfreude may inadvertently reinforce toxic workplace dynamics by siding with the perpetrators, further isolating the victim. On the other hand, employees who act on their feelings of compassion can help create a more inclusive and supportive work environment.
To address these issues, the researchers recommend that organisations foster a culture that promotes empathy and discourages envy-driven behaviours. Encouraging team-building activities and open communication can help mitigate the effects of dispositional envy, reducing the likelihood of schadenfreude-driven ostracism. Additionally, managers should be vigilant in identifying and addressing incidents of social exclusion to prevent them from escalating.
