When Feeling Excluded Hurts Work: How Confidence and Rank Can Protect Performance

What is it about?

This study examines how workplace ostracism—being ignored or excluded by colleagues—affects employees’ job performance, and how this effect depends on their self-efficacy, or confidence in their abilities. The authors propose that while exclusion drains motivation and focus, self-efficacy acts as a personal buffer that helps employees stay effective. They also explore whether this protective effect differs across job levels, suggesting that higher-ranking employees may be better equipped to use their confidence to maintain strong performance. Based on survey data from employees and supervisors in Pakistani organizations, the study finds that workplace ostracism lowers job performance because excluded employees lose engagement and focus. However, this negative effect is weaker among employees with strong self-efficacy. Confident workers trust in their skills, rely less on others for validation, and can stay productive even when left out. The results further show that this buffering effect is strongest for higher-level employees, who typically have more control and independence in their roles. For organizations, the findings show that social exclusion threatens performance, but building employee confidence can counteract it. Training, mentoring, and feedback that strengthen self-efficacy help employees remain resilient under social strain. These measures are especially effective for higher-ranking staff, while managers should also promote inclusion and monitor for signs of ostracism to maintain morale and performance across all levels.

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Photo by Danielle-Claude Bélanger on Unsplash

Photo by Danielle-Claude Bélanger on Unsplash

Why is it important?

This research is unique in explaining how self-efficacy and job level together shape resilience to workplace ostracism. It shows that confidence not only reduces the harm caused by exclusion but does so most effectively among those higher in the organizational hierarchy. By integrating psychological and structural factors, the study provides a more nuanced view of how personal strengths and positional advantages interact to sustain performance under social adversity. The study is timely, offering insight for organizations in Pakistan and beyond as they navigate increasingly social and collaborative workplaces. It highlights how developing self-efficacy is more than a motivational tool—it is a strategic defense against the negative consequences of exclusion. As teamwork and interdependence intensify in modern work settings, the ability to preserve confidence and inclusion becomes essential for maintaining both individual well-being and collective success.