关键词: 社会自我效能感, 职场排斥, 工作幸福感, 工作绩效

Abstract: Humans are social creatures, people need to create connections and interact with others. In addition, the number of knowledge-based, service-oriented enterprises as well as the popularity of team-based work keeps growing, people deal with more complex and collective tasks rather than that are steady and routine. Therefore, effective interaction with co-workers at workplace is crucial for the employees in the enterprise. However, there are few pieces of research that explored the relationship between social self-efficacy and work outcomes. The social effectiveness variables that involve social interactions have been linked with many subjective and objective work outcomes. Social self-efficacy as a social effectiveness construct thus has been theorized as a key antecedent of the social components of job performance. Based on the Resources Theory, social self-efficacy can be seen as a special kind of internal psychological resources that enables employees to construct positive interpersonal network and acquire more interpersonal resources thus helping them get positive work outcomes. The present study explored how employees’ social Self-efficacy influence their Occupational Well-being and Job Performance, and examine mediating role of Workplace Ostracism. The Adult Social Self-Efficacy Inventory (ASSI), the Workplace Ostracism Scale (WOS), the Job-related Affective Well-being Scale (JAWS), and the Michigan Organizational Assessment Questionnaire-Job Satisfaction Scale (MOAQ-JSS) were administered to 188 employees（male = 57, mean age = 28.25 SD = 4.45） from diverse industries. Each participant had a supervisor to rate his or her job performance. Correlation analysis and the Structural Equation Modeling (SEM) were used to reveal the relationships of different variables. Results based on structural equation modeling indicated that social self-efficacy negatively related to workplace ostracism (β = -.29, p < .001), which in turn negatively related to both occupational well-being (β = -.28, p < .001) and job performance (β = -.25, p < .01). Consistent with our prediction, we found workplace ostracism to mediate the relationships between social self-efficacy and occupational well-being (unstandardized indirect effect = .13, 95% CI [.02, .25]), job performance (unstandardized indirect effect = .07, 95% CI [.03, .14]). The present study advanced our understandings of the underlying mechanism between social self-efficacy and other important work outcomes through exploring the mediation effect of workplace ostracism. These findings provide a new view, which helps us understand how social self-efficacy enhances occupational well-being, job performance. This study also shows that internal resources can be converted into external social resources through interpersonal interaction to help employees reduce workplace ostracism and improve subjective and objective work outcomes. In addition, the present research expanded the previous studies on antecedents of workplace ostracism. Meanwhile, our findings have a few implications for career assessment and development. Seeing the important role of social self-efficacy, organizations could consider assessing candidates’ social self-efficacy during the recruiting process. Besides, as a malleable domain-specific self-efficacy, organizations may consider developing training programs to enhance employees’ social self-efficacy so as to help them construct positive interpersonal relationship and well integrate into the organization. Finally, organizations should ly identify employees who encounter workplace ostracism and intervene to reduce its negative impacts.

Key words: social self-efficacy, workplace ostracism, occupational well-being, job performance