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WORKPLACE OSTRACISM AND HOSPITALITY EMPLOYEES’ TASK PERFORMANCE: THE MODERATING EFFECTS OF FEELING TRUSTED

Yıl 2017, Cilt: 1 Sayı: 1, 1 - 9, 30.12.2017

Öz

This study investigates the moderating effects of feeling trusted on the relationships between workplace ostracism and task performance. The proposed hypotheses were tested by hierarchical regression analysis by means of data from 107 hospitality employees. The results revealed that workplace ostracism have no significant associations with task performance. On the other hand, the results revealed that feeling trusted is positively correlated with task performance. Because the findings did not indicate a significant relationship between workplace ostracism and task performance, the Sobel test for the moderation model was not applied. The study provides help to understand the impact of the workplace ostracism and feeling trusted on task performance. Very scarce and rare researches are available on ostracized employees and extremely little research is available relating hospitality employees.

Kaynakça

  • Referans1: Blumberg, M.,&Pringle, C. D. (1982). The missing opportunity in organizational research: Some implications for a theory of work performance. Academy of Management Review, 7(4), 560-569.
  • Referans2: Carmeli, A., & Tishler, A. (2004). The relationships between intangible organizational elements and organizational performance. Strategic Management Journal, 25(13), 1257–1278.
  • Referans3: Colquitt, J. A., Scott, B. A., & LePine, J. A. (2007). Trust, trustworthiness, and trust propensity: A meta-analytic test of their unique relationships with risk taking and job performance. Journal of Applied Psychology, 92: 909 –927. Referans4: Connelly, C.E., & Kelloway, E.K. (2003). Predictors of employees’ perceptions of knowledge sharing cultures, Leadership & Organization Development Journal, Vol. 24 Issue: 5, pp.294-301
  • Referans5: Craighead, W.E., Kimball, W.H., & Rehak, P.J. (1979). Mood changes, physiological responses, and self-statement during social rejection imagery. Journal of Consulting and Clinical Psychology, 47, 385–396.
  • Referans6: Deng, J.,& Wang, K.Y. (2009). Feeling trusted and loyalty: Modeling supervisor-subordinate interaction from a trustee perspective. International Employment Relations Review, 15(1), 16–38.
  • Referans7: Deutsch Salamon,S.& Robinson, S. L. (2008). Trust that binds: The impact of collective felt trust on organizational performance. Journal of Applied Psychology, 93: 593–601.
  • Referans8: Dirks, K.T. (2000). Trust in Leadership and Team Performance: Evidence From NCAA Basketball. Journal of Applied Psychology, 85, 1004-1012.
  • Referans9: Dyne Linn Van, Ang Soon and Botero Isabel C. (2003). Conceptualizing Employee Silence and Employee Voice as Multidimensional Constructs, Journal of Management Studies, 40:6, 1360-1392.
  • Referans10:Ferris, D. L., Brown, D. J., Berry, J. W. & Lian, H. (2008). The development and validation of the workplace ostracism scale, Journal of Applied Psychology, 93, 1348–66.
  • Referans11: Fox, S.& Stallworth, L.E. (2005). Racial/Ethnic bullying: Exploring links between bullying and racism in the US workplace. Journal of Vocational Behavior, 66: 438–456.
  • Referans12: Gaines J. and Jermier J. M. (1983).The Academy of Management Journal, 26(4), pp. 567-586.
  • Referans13: Gkorezis, P., & Bellou, V. (2016). The relationship between workplace ostracism and information exchange: The mediating role of self-serving behavior. Management Decision, 54(3), 700- 713.
  • Referans14: Hall, R. (1993). A framework linking intangible resources and capabilities to sustainable competitive advantage. Strategic Management Journal, 14(8), 607– 618.
  • Referans15: Harkins, S. G., & Petty, R. E. (1982). Effects of task difficulty and task uniqueness on social loafing. Journal of Personality and Social Psychology, 43, 1214-1229.
  • Referans16: Hillebrandt H., Sebastian C., Blakemore S.J. Experimentally induced social inclusion influences behavior on trust games. Cognitive Neuroscience. (2011). 2: 27–33.
  • Referans17: Hitlan R.T., Cliffton Rebecca J.& DeSoto M. Catherine (2006). Perceived Exclusion in the Workplace: The Moderating Effects of Gender on Work Related Attitudes and Psychological Health North American Journal of Psychology, Vol. 8, No. 2, 217-236.
  • Referans18: Hitlan, R.T., Noel, J., (2009). The influence of workplace exclusion and personality on counterproductive work behaviors: an interactionist perspective, European Journal of Work and Organizational Psychology, 18 (4), pp.477–502
  • Referans19: Hom PW, Griffeth R.W. Employee Turnover Cincinnati, OH: South-Western; 1995
  • Referans20: Harvey P., Stoner J., Hochwarter W.,& Kacmar C. (2007). Coping with abusive supervision: The neutralizing effects of ingratiation and positive affect on negative employee outcomes. The Leadership Quarterly, 18(3), 264–280.
  • Referans21: Hofstede, G. (1980) Culture’s Consequences: International Differences in Work-Related Values. Beverly Hills: Sage.
  • Referans22: Lau, D., Liu, J. & Fu, P. (2007). Feeling trusted by top leaders: A study of Chinese managers. Asia Pacific Journal of Management, 24, 321–340.
  • Referans23: Lau, D. C., & Lam, L. W. (2008). Effects of trust and being trusted on team citizenship behavior in chain stores. Asian Journal of Social Psychology, 11: 141–149.
  • Referans24: Lee, K. and Allen, N. J. (2002). ‘Organizational citizenship behavior and workplace deviance: the role of affect and cognitions’. Journal of Applied Psychology, 87, 131–42.
  • Referans25: Liu, J., Kwan, H. K., Lee, C., & Hui, C. (2013). Work-to-family spillover effects of workplace ostracism: The role of work home segmentation preferences. Human Resource Management, 52, 75–93.
  • Referans26: Leung, A. S., Wu, L.Z., Chen, Y.Y., & Young, M. N. (2011). The impact of workplace ostracism in service organizations. International Journal of Hospitality Management, 30(4), 836- 844.
  • Referans27: May Dr, Gilson RL, Harter LM (2004), ʹThe psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at workʹ, Journal of Occupational and Organisational Psychology, 77, 11–37.
  • Referans28: Mayer, R.C. & Gavin, M.B. (2005). Trust for management and performance: Who minds the shop while the employees watch the boss? Academy of Management Journal, 48, 874- 888.
  • Referans29: McAllister, D.J., “Affect and Cognitive-based Trust as Foundations for Interpersonal Cooperation in Organizations”. Academy of Management Journal, 38 (1): (1995) 24-59.
  • Referans30: Meyer, J.P. & Allen, N.J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1, 61–89.
  • Referans31: Morrison, E. W.& Milliken, F.J. (2000). Organizational silence: A barrier to change and development in a pluralistic world. Academy of Management review, 25(4), 706-725.
  • Referans32: Motowidlo Stephan J., Packard John S. and Manning Michael R. (1986). Occupational Stress: Its Causes and Consequences for Job Performance, Journal of Applied Psychology,Vol.71,No.4,618-29.
  • Referans33: Nunnally, Jum C. (1978), Psychometric Theory, New York: McGraw-Hill.
  • Referans34: Nyhan, R. (1999). Increasing affective organizational commitment in public organizations. Review of Public Personnel Administration, 19, 58-70.
  • Referans35: O’Reilly J.; Robinson Sandra L.; Berdahl Jennifer L.; Banki Sara (2015). Is Negative Attention Better Than No Attention? The Comparative Effects of Ostracism and Harassment at Work, Organization Science, 26, 3, 774.
  • Referans36: Podsakoff, P., MacKenzie, S. & Bommer, W. (1996). Transformational leader behaviorsand substitutes for leadership as determinants of employee satisfaction, commitment,trust, and organizational citizenship behaviors. Journal of Management, 22, 259-298.
  • Referans37: Robinson S, O’Reilly J, Wang W: Invisible at work: an integrated model of workplace ostracism. J Management, 2013; 39: 203–31.
  • Referans38: Perry Ronald W. (2004). The Relationship of Affective Organizational Commitmentwith Supervisory Trust. Review of Public Personnel Administration, Vol. 24, No. 2, June, 133-149.
  • Referans39: Shapira-Lishchinsky, O, Even-Zohar, S. (2011). Withdrawal behaviors syndrome: An ethical perspective. Journal of Business Ethics 103(3): 429–451.
  • Referans40: Sommer, K.L., Williams, K.D., Ciarocco, N.J., & Baumeister, R.F. 2001. When silence speaks louder than words: Explorations into the intrapsychic and interpersonal consequences of social ostracism. Basic and Applied Social Psychology, 23: 225-243.
  • Referans41: Tan, H. H., & Tan, C. S. (2000). Toward the differentiation of trust in supervisor and trust in organization. Genetic, Social, and General Psychology Monographs, 126(2), 241-260.
  • Referans42: Teece, D.J. (1998). Capturing value from knowledge assets: The new economy, markets for know-how, and intangible assets. California Management Review, 40(3), 55–79.
  • Referans43: Twenge J. M., Baumeister R. F., Tice D. M., Stucke T. S. (2001). If you can’t join them, beat them: effects of social exclusion on aggressive behavior. J. Pers. Soc. Psychol. 81, 1058–1069.
  • Referans44: Wallace J.E (1995). Organizational and professional commitment in professional and nonprofessional organizations Administrative Science Quarterly, 40, pp. 228-255.
  • Referans45: Williams, K.D. (2001). Ostracism: The Power of Silence. New York: Guilford Press.
  • Referans46: Williams, K. D. (2007). Ostracism. Annual Review of Psychology, 58, 425–452.
  • Referans47: Williams K.D. (2009). Ostracism: a temporal need-threat model. In: Zanna M, editor. Advances in Experimental Social Psychology. Vol. 41. New York: Academic Press;. pp. 279–314.
  • Referans48: Williams, L.J.&Anderson, S.E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship behavior. Journal of Management, 17, 601-617.
  • Referans49: Wu, L.Z., Yim, F.H., Kwan, H.K., Zhang, X.M. (2012). Coping with workplace ostracism: the roles of ingratiation and political skill in employee psychological distress. Journal of Management Studies 49 (1), 178–199.
  • Referans50: Wu, C. et al. (2016). Why and when workplace ostracism inhibits organizational citizenship behaviors: An organizational identification perspective. Journal of Applied Psychology, 101: 362-378.
  • Referans51: Yaakobi Erez and Williams Kipling D. (2016). Ostracism and attachment orientation: Avoidants are less affected in both individualistic and collectivistic cultures, British Journal of Social Psychology, 55, 162–181
  • Referans52: Zhao, H., Peng, Z., Sheard, G. (2013). Workplace ostracism and hospitality employees’ counterproductive work behaviors: the joint moderating effects of proactive personality and political skill, IJHM 33 (June), 219–227.
  • Referans53: Zhao, H., Xia, Q., He, P., Sheard, G.,& Wan, P. (2016). Workplace ostracism and knowledge hiding in service organizations. International Journal of Hospitality Management, 59, 84- 94.
Yıl 2017, Cilt: 1 Sayı: 1, 1 - 9, 30.12.2017

Öz

Kaynakça

  • Referans1: Blumberg, M.,&Pringle, C. D. (1982). The missing opportunity in organizational research: Some implications for a theory of work performance. Academy of Management Review, 7(4), 560-569.
  • Referans2: Carmeli, A., & Tishler, A. (2004). The relationships between intangible organizational elements and organizational performance. Strategic Management Journal, 25(13), 1257–1278.
  • Referans3: Colquitt, J. A., Scott, B. A., & LePine, J. A. (2007). Trust, trustworthiness, and trust propensity: A meta-analytic test of their unique relationships with risk taking and job performance. Journal of Applied Psychology, 92: 909 –927. Referans4: Connelly, C.E., & Kelloway, E.K. (2003). Predictors of employees’ perceptions of knowledge sharing cultures, Leadership & Organization Development Journal, Vol. 24 Issue: 5, pp.294-301
  • Referans5: Craighead, W.E., Kimball, W.H., & Rehak, P.J. (1979). Mood changes, physiological responses, and self-statement during social rejection imagery. Journal of Consulting and Clinical Psychology, 47, 385–396.
  • Referans6: Deng, J.,& Wang, K.Y. (2009). Feeling trusted and loyalty: Modeling supervisor-subordinate interaction from a trustee perspective. International Employment Relations Review, 15(1), 16–38.
  • Referans7: Deutsch Salamon,S.& Robinson, S. L. (2008). Trust that binds: The impact of collective felt trust on organizational performance. Journal of Applied Psychology, 93: 593–601.
  • Referans8: Dirks, K.T. (2000). Trust in Leadership and Team Performance: Evidence From NCAA Basketball. Journal of Applied Psychology, 85, 1004-1012.
  • Referans9: Dyne Linn Van, Ang Soon and Botero Isabel C. (2003). Conceptualizing Employee Silence and Employee Voice as Multidimensional Constructs, Journal of Management Studies, 40:6, 1360-1392.
  • Referans10:Ferris, D. L., Brown, D. J., Berry, J. W. & Lian, H. (2008). The development and validation of the workplace ostracism scale, Journal of Applied Psychology, 93, 1348–66.
  • Referans11: Fox, S.& Stallworth, L.E. (2005). Racial/Ethnic bullying: Exploring links between bullying and racism in the US workplace. Journal of Vocational Behavior, 66: 438–456.
  • Referans12: Gaines J. and Jermier J. M. (1983).The Academy of Management Journal, 26(4), pp. 567-586.
  • Referans13: Gkorezis, P., & Bellou, V. (2016). The relationship between workplace ostracism and information exchange: The mediating role of self-serving behavior. Management Decision, 54(3), 700- 713.
  • Referans14: Hall, R. (1993). A framework linking intangible resources and capabilities to sustainable competitive advantage. Strategic Management Journal, 14(8), 607– 618.
  • Referans15: Harkins, S. G., & Petty, R. E. (1982). Effects of task difficulty and task uniqueness on social loafing. Journal of Personality and Social Psychology, 43, 1214-1229.
  • Referans16: Hillebrandt H., Sebastian C., Blakemore S.J. Experimentally induced social inclusion influences behavior on trust games. Cognitive Neuroscience. (2011). 2: 27–33.
  • Referans17: Hitlan R.T., Cliffton Rebecca J.& DeSoto M. Catherine (2006). Perceived Exclusion in the Workplace: The Moderating Effects of Gender on Work Related Attitudes and Psychological Health North American Journal of Psychology, Vol. 8, No. 2, 217-236.
  • Referans18: Hitlan, R.T., Noel, J., (2009). The influence of workplace exclusion and personality on counterproductive work behaviors: an interactionist perspective, European Journal of Work and Organizational Psychology, 18 (4), pp.477–502
  • Referans19: Hom PW, Griffeth R.W. Employee Turnover Cincinnati, OH: South-Western; 1995
  • Referans20: Harvey P., Stoner J., Hochwarter W.,& Kacmar C. (2007). Coping with abusive supervision: The neutralizing effects of ingratiation and positive affect on negative employee outcomes. The Leadership Quarterly, 18(3), 264–280.
  • Referans21: Hofstede, G. (1980) Culture’s Consequences: International Differences in Work-Related Values. Beverly Hills: Sage.
  • Referans22: Lau, D., Liu, J. & Fu, P. (2007). Feeling trusted by top leaders: A study of Chinese managers. Asia Pacific Journal of Management, 24, 321–340.
  • Referans23: Lau, D. C., & Lam, L. W. (2008). Effects of trust and being trusted on team citizenship behavior in chain stores. Asian Journal of Social Psychology, 11: 141–149.
  • Referans24: Lee, K. and Allen, N. J. (2002). ‘Organizational citizenship behavior and workplace deviance: the role of affect and cognitions’. Journal of Applied Psychology, 87, 131–42.
  • Referans25: Liu, J., Kwan, H. K., Lee, C., & Hui, C. (2013). Work-to-family spillover effects of workplace ostracism: The role of work home segmentation preferences. Human Resource Management, 52, 75–93.
  • Referans26: Leung, A. S., Wu, L.Z., Chen, Y.Y., & Young, M. N. (2011). The impact of workplace ostracism in service organizations. International Journal of Hospitality Management, 30(4), 836- 844.
  • Referans27: May Dr, Gilson RL, Harter LM (2004), ʹThe psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at workʹ, Journal of Occupational and Organisational Psychology, 77, 11–37.
  • Referans28: Mayer, R.C. & Gavin, M.B. (2005). Trust for management and performance: Who minds the shop while the employees watch the boss? Academy of Management Journal, 48, 874- 888.
  • Referans29: McAllister, D.J., “Affect and Cognitive-based Trust as Foundations for Interpersonal Cooperation in Organizations”. Academy of Management Journal, 38 (1): (1995) 24-59.
  • Referans30: Meyer, J.P. & Allen, N.J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1, 61–89.
  • Referans31: Morrison, E. W.& Milliken, F.J. (2000). Organizational silence: A barrier to change and development in a pluralistic world. Academy of Management review, 25(4), 706-725.
  • Referans32: Motowidlo Stephan J., Packard John S. and Manning Michael R. (1986). Occupational Stress: Its Causes and Consequences for Job Performance, Journal of Applied Psychology,Vol.71,No.4,618-29.
  • Referans33: Nunnally, Jum C. (1978), Psychometric Theory, New York: McGraw-Hill.
  • Referans34: Nyhan, R. (1999). Increasing affective organizational commitment in public organizations. Review of Public Personnel Administration, 19, 58-70.
  • Referans35: O’Reilly J.; Robinson Sandra L.; Berdahl Jennifer L.; Banki Sara (2015). Is Negative Attention Better Than No Attention? The Comparative Effects of Ostracism and Harassment at Work, Organization Science, 26, 3, 774.
  • Referans36: Podsakoff, P., MacKenzie, S. & Bommer, W. (1996). Transformational leader behaviorsand substitutes for leadership as determinants of employee satisfaction, commitment,trust, and organizational citizenship behaviors. Journal of Management, 22, 259-298.
  • Referans37: Robinson S, O’Reilly J, Wang W: Invisible at work: an integrated model of workplace ostracism. J Management, 2013; 39: 203–31.
  • Referans38: Perry Ronald W. (2004). The Relationship of Affective Organizational Commitmentwith Supervisory Trust. Review of Public Personnel Administration, Vol. 24, No. 2, June, 133-149.
  • Referans39: Shapira-Lishchinsky, O, Even-Zohar, S. (2011). Withdrawal behaviors syndrome: An ethical perspective. Journal of Business Ethics 103(3): 429–451.
  • Referans40: Sommer, K.L., Williams, K.D., Ciarocco, N.J., & Baumeister, R.F. 2001. When silence speaks louder than words: Explorations into the intrapsychic and interpersonal consequences of social ostracism. Basic and Applied Social Psychology, 23: 225-243.
  • Referans41: Tan, H. H., & Tan, C. S. (2000). Toward the differentiation of trust in supervisor and trust in organization. Genetic, Social, and General Psychology Monographs, 126(2), 241-260.
  • Referans42: Teece, D.J. (1998). Capturing value from knowledge assets: The new economy, markets for know-how, and intangible assets. California Management Review, 40(3), 55–79.
  • Referans43: Twenge J. M., Baumeister R. F., Tice D. M., Stucke T. S. (2001). If you can’t join them, beat them: effects of social exclusion on aggressive behavior. J. Pers. Soc. Psychol. 81, 1058–1069.
  • Referans44: Wallace J.E (1995). Organizational and professional commitment in professional and nonprofessional organizations Administrative Science Quarterly, 40, pp. 228-255.
  • Referans45: Williams, K.D. (2001). Ostracism: The Power of Silence. New York: Guilford Press.
  • Referans46: Williams, K. D. (2007). Ostracism. Annual Review of Psychology, 58, 425–452.
  • Referans47: Williams K.D. (2009). Ostracism: a temporal need-threat model. In: Zanna M, editor. Advances in Experimental Social Psychology. Vol. 41. New York: Academic Press;. pp. 279–314.
  • Referans48: Williams, L.J.&Anderson, S.E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship behavior. Journal of Management, 17, 601-617.
  • Referans49: Wu, L.Z., Yim, F.H., Kwan, H.K., Zhang, X.M. (2012). Coping with workplace ostracism: the roles of ingratiation and political skill in employee psychological distress. Journal of Management Studies 49 (1), 178–199.
  • Referans50: Wu, C. et al. (2016). Why and when workplace ostracism inhibits organizational citizenship behaviors: An organizational identification perspective. Journal of Applied Psychology, 101: 362-378.
  • Referans51: Yaakobi Erez and Williams Kipling D. (2016). Ostracism and attachment orientation: Avoidants are less affected in both individualistic and collectivistic cultures, British Journal of Social Psychology, 55, 162–181
  • Referans52: Zhao, H., Peng, Z., Sheard, G. (2013). Workplace ostracism and hospitality employees’ counterproductive work behaviors: the joint moderating effects of proactive personality and political skill, IJHM 33 (June), 219–227.
  • Referans53: Zhao, H., Xia, Q., He, P., Sheard, G.,& Wan, P. (2016). Workplace ostracism and knowledge hiding in service organizations. International Journal of Hospitality Management, 59, 84- 94.
Toplam 52 adet kaynakça vardır.

Ayrıntılar

Bölüm Makaleler
Yazarlar

Gönül Kaya Özbağ

Tülay Polat Üzümcü

Yayımlanma Tarihi 30 Aralık 2017
Yayımlandığı Sayı Yıl 2017 Cilt: 1 Sayı: 1

Kaynak Göster

APA Kaya Özbağ, G., & Polat Üzümcü, T. (2017). WORKPLACE OSTRACISM AND HOSPITALITY EMPLOYEES’ TASK PERFORMANCE: THE MODERATING EFFECTS OF FEELING TRUSTED. Uluslararası Turizm Ekonomi Ve İşletme Bilimleri Dergisi, 1(1), 1-9.
AMA Kaya Özbağ G, Polat Üzümcü T. WORKPLACE OSTRACISM AND HOSPITALITY EMPLOYEES’ TASK PERFORMANCE: THE MODERATING EFFECTS OF FEELING TRUSTED. IJTEBS. Aralık 2017;1(1):1-9.
Chicago Kaya Özbağ, Gönül, ve Tülay Polat Üzümcü. “WORKPLACE OSTRACISM AND HOSPITALITY EMPLOYEES’ TASK PERFORMANCE: THE MODERATING EFFECTS OF FEELING TRUSTED”. Uluslararası Turizm Ekonomi Ve İşletme Bilimleri Dergisi 1, sy. 1 (Aralık 2017): 1-9.
EndNote Kaya Özbağ G, Polat Üzümcü T (01 Aralık 2017) WORKPLACE OSTRACISM AND HOSPITALITY EMPLOYEES’ TASK PERFORMANCE: THE MODERATING EFFECTS OF FEELING TRUSTED. Uluslararası Turizm Ekonomi ve İşletme Bilimleri Dergisi 1 1 1–9.
IEEE G. Kaya Özbağ ve T. Polat Üzümcü, “WORKPLACE OSTRACISM AND HOSPITALITY EMPLOYEES’ TASK PERFORMANCE: THE MODERATING EFFECTS OF FEELING TRUSTED”, IJTEBS, c. 1, sy. 1, ss. 1–9, 2017.
ISNAD Kaya Özbağ, Gönül - Polat Üzümcü, Tülay. “WORKPLACE OSTRACISM AND HOSPITALITY EMPLOYEES’ TASK PERFORMANCE: THE MODERATING EFFECTS OF FEELING TRUSTED”. Uluslararası Turizm Ekonomi ve İşletme Bilimleri Dergisi 1/1 (Aralık 2017), 1-9.
JAMA Kaya Özbağ G, Polat Üzümcü T. WORKPLACE OSTRACISM AND HOSPITALITY EMPLOYEES’ TASK PERFORMANCE: THE MODERATING EFFECTS OF FEELING TRUSTED. IJTEBS. 2017;1:1–9.
MLA Kaya Özbağ, Gönül ve Tülay Polat Üzümcü. “WORKPLACE OSTRACISM AND HOSPITALITY EMPLOYEES’ TASK PERFORMANCE: THE MODERATING EFFECTS OF FEELING TRUSTED”. Uluslararası Turizm Ekonomi Ve İşletme Bilimleri Dergisi, c. 1, sy. 1, 2017, ss. 1-9.
Vancouver Kaya Özbağ G, Polat Üzümcü T. WORKPLACE OSTRACISM AND HOSPITALITY EMPLOYEES’ TASK PERFORMANCE: THE MODERATING EFFECTS OF FEELING TRUSTED. IJTEBS. 2017;1(1):1-9.