Understanding workplace ostracism: a dual-theory perspective on emotional exhaustion, turnover intentions and perceived organizational support

Purpose Workplace ostracism (WPO) is a subtle yet pervasive form of workplace mistreatment that threatens employees’ psychological well-being and undermines organizational effectiveness. While prior research has documented its negative consequences, limited attention has been paid to the underlying psychological mechanisms and boundary conditions that explain the effect of ostracism on turnover. Drawing on conservation of resources (COR) theory and social exchange theory (SET), this study investigates (1) the mediating role of emotional exhaustion in the relationship between WPO and turnover intentions and (2) the moderating role of perceived organizational support (POS). Design/methodology/approach The data were collected from 550 middle and senior-level executives working across multiple sectors (e.g. education, finance, healthcare, technology and retail). A mix of online and offline survey modes was adopted to increase accessibility and reach. Data were then analyzed using the Statistical Package for the Social Sciences PROCESS macro, a widely used tool for moderation and mediation analysis. Findings The results confirm that WPO significantly increases turnover intentions, both directly and indirectly through emotional exhaustion. Furthermore, POS emerged as a crucial moderator: employees perceiving higher levels of organizational support reported significantly lower emotional exhaustion and reduced turnover intentions despite experiencing ostracism. Originality/value This study makes three contributions. First, it identifies emotional exhaustion as a key mechanism linking ostracism to turnover, extending COR theory in the context of relational stressors. Second, it demonstrates POS as a restorative buffer that mitigates ostracism’s harmful effects, advancing SET. Third, by integrating COR and SET, the study offers a dual-theory framework that highlights both the depletion and replenishment of resources. Practically, the findings provide actionable insights for human resource managers and leaders to design interventions that foster inclusion, strengthen organizational support and reduce costly turnover.