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This research explores for the first time whether the two forms of organizational dehumanization (i.e., mechanistic and animalistic) are empirically distinct as well as their relationships with employees' well-being (i.e., decreased job satisfaction), attitudes (i.e., increased turnover intentions), and behaviors (i.e., decreased in-role performance). Three cross-sectional field studies involving employees from various occupational domains were conducted. Results of structural equation modeling showed that mechanistic and animalistic organizational dehumanization are empirically distinct constructs that are differently related to outcomes. Specifically, when considering the two forms of organizational dehumanization, (1) both animalistic and mechanistic organizational dehumanization are negatively related to job satisfaction, (2) only mechanistic organizational dehumanization is positively related to turnover intentions, and (3) only animalistic organizational dehumanization is negatively related to in-role performance. Theoretical contributions to the organizational dehumanization literature as well as promising future research avenues are discussed. [ABSTRACT FROM AUTHOR]

This research investigates whether experiencing workplace ostracism is positively related to employees' perceptions of organizational dehumanization, and examines one underlying mechanism of this relationship (i.e., thwarted need to belong), as well as its consequences for both employees and organizations. First, a crosssectional study (N = 256) highlighted that workplace ostracism positively relates to organizational dehumanization which, in turn, is related to employees' well-being (i.e., increased depression), attitudes (i.e., decreased job satisfaction) and behaviors toward the organization (i.e., increased turnover intentions, decreased loyalty behaviors toward the organization). Second, an experimental study manipulating workplace ostracism using vignettes (N = 199) showed that workplace ostracism has a positive impact on organizational dehumanization, which subsequently relates to employees' decreased job satisfaction, increased turnover intentions, and decreased loyalty behaviors. Finally, a third cross-sectional study (N = 423) revealed that employees' thwarted need to belong mediates the relationship between workplace ostracism and organizational dehumanization, which is ultimately associated with employees' increased depression, decreased job satisfaction, increased turnover intentions, and decreased loyalty behaviors. Theoretical contributions, directions for future research and practical implications are discussed. [ABSTRACT FROM AUTHOR]

Objective: The present research examines the influence of organizational dehumanization on the core dimension of burnout, that is, emotional exhaustion. In addition, we examine how emotional exhaustion in turn influences employees' health (ie, psychological strains and physical complains) and turnover intentions. In other words, we investigated the mediating role played by emotional exhaustion in the relationship between organizational dehumanization and employees' health and turnover intentions. Methods: Data were collected among a sample of Belgian employees through questionnaires. Results: As expected, the results of structural equation modeling analyses indicated that emotional exhaustion mediates the relationships between organizational dehumanization on the one hand and employees' health and turnover intentions on the other hand. Conclusions: These findings contribute to the literature on employees' burnout by highlighting a new predictor of this syndrome and its subsequent outcomes. [ABSTRACT FROM AUTHOR]

Numerous studies have shown the positive consequences of work engagement for both organisations and employees experiencing it. For instance, research has demonstrated that work-engaged employees have lower levels of turnover intentions than non-engaged employees. However, in this research, we examined whether there is a dark side of work engagement. More precisely, we investigated whether the relationship between work engagement and employees' turnover intentions might be non-linear. Based on two different samples, our results indicated that the relationship between work engagement and employees' turnover intentions is curvilinear. The theoretical and practical implications of these results are discussed. [ABSTRACT FROM AUTHOR]