Findings of recent empirical articles (2021-2022) grouped into 11 themes
| Training and development HR managers may provide training (such as resilience training) or interventions (such as mindfulness-based interventions) to help employees acquire or improve these traits or psychological states (Sharma & Dhar, 2021); it appears that frequent personal development seminars, workshops and training programs for employees are more important than ever before which will assist them in handling and regulating stressful events (Anasori, Bayighomog, De Vita, & Altinay, 2021); HR managers might organize an arrival orientation program to educate Syrian workers about the host country's living conditions and cultural values (Gürlek, 2021); HR practitioners can conduct training programs aimed at developing equality, positive interpersonal interactions, respect for diversity and psychological well-being (Fatima et al., 2021); employee assistance programs that support employees in their attempts to properly handle challenging workplace relationships might also benefit organizations and their decision-makers (Hu et al., 2021); employees with a high level of neuroticism and low in extraversion and agreeableness more likely feel ostracized. As a result, managers must pay more attention to these workers and offer them counselling, training and social assistance to help them avoid workplace ostracism (Wu, Kwan, Liu, & Lee, 2021); training in ostracism-interventionary behaviors may be included in leadership development and coaching programs. In order to effectively create and promote inclusive and fulfilling work environments, such training programs should be implemented at all organizational levels (Ma et al., 2022) |
| Culture Culture may help to build a culture of openness, transparency and fairness (Karim et al., 2021); Businesses and managers should endeavor to create an inclusive work culture to minimize ostracism at work, which has a negative effect on well-being and proactive behaviors (Wang et al., 2021); Businesses should promote an inclusive, socially engaged atmosphere to prevent ostracism, which impacts employees' basic requirements and hinders their job proactivity and wellbeing (Ma et al., 2022); Supervisors should foster a friendly, interactive company culture to lessen the likelihood that workers believe they are being ostracized and, as a result, suffer painful loneliness (Hu et al., 2021) |
| Formal and informal meetings Creation of social networks that can assist employees in carrying out their given tasks without fear of being confronted by the perpetrators (Sharma & Dhar, 2021); HR managers may plan social interaction-based activities and events within different verticals to develop bonds, minimize negativity and lower the likelihood of employees leaving the company (Singh & Srivastava, 2021); Employees' spouses can be invited to engage in formal or informal team-building events on a regular basis, which can develop mutual understanding and boost spouses' willingness to assist them in their jobs (Wang et al., 2021) |
| Recruitment and selection During the selection process, HR professionals can pay close attention to prospects' intrinsic traits, abilities, skills, or psychological states, which can help them avoid ostracism or enable them to deal with it (Sharma & Dhar, 2021); When employing new workers, HR professionals should do a background check to identify personality traits and level of resilience (Singh & Srivastava, 2021); Hotels may hire employees high in NA as they are more tolerant of others and avoid circumstances that are characterized by interpersonal conflict (Haldorai et al., 2022); Recruiting and employing highly conscientious workers may provide firms with additional indirect benefits (Hu et al., 2021) |
| Interpersonal relationship Organizational members should foster friendly relations with their coworkers and offer assistance if they are being discriminated unfairly (Fatima et al., 2021); Through transformational leadership that prioritizes shared goals, rewards for team creative performance and teaching staff the necessary skills and methods to be creative, managers can pay attention to lowering interpersonal tension among team members as a result of creativity (Mao et al., 2021); Managers might emphasize the significance of developing strong interpersonal relationships at the workplace and take ostracism with the same seriousness as other forms of workplace mistreatment (Zhang et al., 2022) |
| Task interdependence Task interdependence can be established, fostering a natural give-and-take among personnel (Haldorai et al., 2022): Managers may create group objectives to foster group identity or improve rewards program based on team performance to reduce ostracism at work (Han & Hwang, 2021) |
| Monitoring No empirical research in 2021 and 2022 in support of this theme |
| Trust & Transparency No empirical research in 2021 and 2022 in support of this theme |
| Proper channel Managers are urged to perform self-reviews and participate in reflexive practices on a regular basis to assess if they feel threatened or even insecure by their capable subordinates (Chang et al., 2021) |
| Individual characteristics No empirical research in 2021 and 2022 in support of this theme |
| Job autonomy HR managers can make it easier for workers to access work-related resources enabling the interchange of information and the establishment of social networks that can assist workers in carrying out their assigned tasks without fear of being confronted by the perpetrators (Sharma & Dhar, 2021) |
Source(s): Summarized by authors
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