Journal of Hospitality and Tourism Management 56 (2023) 314–321

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Journal of Hospitality and Tourism Management

journal homepage: www.elsevier.com/locate/jhtm

Task performance of hotel employees: Role of ostracism, meaningfulness,

and emotional exhaustion
Md Karim Rabiul a, *, Rashed Al Karim b, Saleh Uddin Mansur Ahmed c
a
Faculty of Hospitality and Tourism, Prince of Songkla University, Phuket, Thailand
b
School of Business Administration, East Delta University, Chattogram, Bangladesh
c
Faculty of Applied and Human Science, Universiti Malaysia Perlis, Malaysia

A R T I C L E I N F O A B S T R A C T

Keywords: This study examines workplace ostracism as a negative predictor of meaningful work and task performance and
Workplace ostracism investigates whether meaningful work mediates the relationship between workplace ostracism and task per­
Psychological meaningfulness formance. It also tests emotional exhaustion as a moderator between the association of meaningful work and task
Task performance
performance. Convenient sampling was used to collect cross-sectional data from 383 hotel employees in
Emotional exhaustion
Hotel industry
Bangladesh. The results revealed that workplace ostracism and meaningful work are negatively related. Mean­
ingful work mediates the relationship between workplace ostracism and task performance, whereas emotional
exhaustion moderates the positive association between meaningful work and task performance. This study ex­
pands self-concept and conservation of resources theories, and confirms that ostracism is a negative predictor of
meaningful work. It also introduces meaningful work as a mediator and exhaustion as a moderator in this
relationship. Meaningful work should be increased for better task performance, whereas ostracism and
exhaustion should be minimised.

1. Introduction
Task performance or in-role performance refers to the accomplish­
ment of the required job task outlined in a job description (Williams &
Anderson, 1991). In the hospitality industry, task performance or
accomplishing core job tasks is crucial for hoteliers, as incomplete tasks
lead to service failure and revenue loss (Aguiar-Quintana et al., 2021;
Ozturk et al., 2021; Tu et al., 2021). Concurrently, ostracism in the
workplace is prevalent in the hotel business and has several adverse
employee outcomes (Cao et al., 2022; Haldorai et al., 2022; Han &
Hwang, 2021; Huertas-Valdivia et al., 2019; Singh & Srivastava, 2021;
Xiao et al., 2022).
While many studies have explored methods to enhance task perfor­
mance (Aguiar-Quintana et al., 2021; Chung, 2020), few have shown its
negative antecedents (Aguiar-Quintana et al., 2021; Bedi, 2019; Howard
et al., 2020; Sharma & Dhar, 2022; Xia et al., 2019), especially in the
hospitality setting. Huertas-Valdivia et al.’s (2019) study, for example,
revealed that workplace ostracism adversely influences the extra-role
performance of hotel employees by reducing self-esteem, demonstrates
the need to explore this further. Similarly, Xia et al. (2019) identified
mediating and moderating mechanisms, such as emotional energy (as
mediator) and spousal support (as moderator), in the garment industry.
While the above-mentioned studies have contributed to understanding
task performance, there are three potential research gaps regarding the
relationship between workplace ostracism and task performance
through different underlying mechanisms in the hospitality industry.
First, to our knowledge, there is a lack of research on how workplace
ostracism impacts task performance through psychologically meaning­
ful work. Psychologically meaningful work refers to an individual em­
ployee’s evaluation of the importance, worthwhileness, and
meaningfulness of their work (Fletcher & Schofield, 2019; Kahn, 1990).
Self-concept theory speculates that positive organizational support from
the workplace engenders a positive self-concept of meaningful work
(Kark & Shamir, 2002). However, while several studies have tested the
self-concept theory and its positive outcomes (Mostafa & Abed
El-Motalib, 2018; Rabiul et al., 2021; Rabiul et al., 2022), few have
investigated the self-concept theory from the opposing (negative)
perspective. That is, individuals can experience a negative self-concept
that causes them to reflect on meaningful work negatively. This idea is
supported by earlier studies. For instance, ostracised employees are
more likely to generate a negative meaning of work (Caillier, 2020; Kong
& Belkin, 2021; Zhang, Bolino, & Yin, 2022). Thus, based on the

* Corresponding author.
E-mail addresses: mdkrabiul@gmail.com (M.K. Rabiul), alkarim.rashed@gmail.com (R.A. Karim), mansur786@gmail.com (S.U.M. Ahmed).

https://doi.org/10.1016/j.jhtm.2023.07.006
Received 1 May 2023; Received in revised form 18 July 2023; Accepted 22 July 2023
1447-6770/© 2023 The Authors.
M.K. Rabiul et al.
self-concept theory, we posit that ostracism at work could lead to a
negative self-concept of meaningful work among individual employees,
consequently affecting task performance negatively. Indeed, in the
hospitality services, psychologically meaningful work is an underlying
factor in positive employee outcomes (Akgunduz et al., 2018; Chaudh­
ary & Panda, 2018; Han et al., 2020).
Second, emotional exhaustion is widespread in the hospitality in­
dustry, and is significantly associated with negative employee outcomes
(Abubakar et al., 2021; Khan et al., 2020). Several studies have
confirmed that psychologically meaningful work significantly contrib­
utes to positive employee outcomes in the hospitality service setting
(Chaudhary & Panda, 2018; Han et al., 2020; Rabiul et al., 2022).
However, it is unclear whether the impact of meaningful work will lead
to higher or lower task performance when someone experiences high or
low emotional exhaustion. According to the Conservation of Resources
Theory (CoRT), emotionally exhausted employees may conserve or
protect their resources and detach themselves from work roles (Said &
Tanova, 2021; Zhang, Kang, et al., 2022). The theory also suggests that
individuals lose more resources than they gain. In other words, if an
individual experiences more emotional exhaustion at work, the gain
(meaningful work or meaningfulness) will have a lesser impact on task
performance. However, studies are yet to investigate emotional
exhaustion as a moderator in the association between psychologically
meaningful work and task performance. Therefore, to fill the gap, we
postulate that highly emotionally exhausted employees weaken or
reverse the positive relationship between psychological meaningfulness
and task performance.
Third, research in the hospitality context in Bangladesh have been
limited in examining workplace ostracism, emotional exhaustion, and
task performance. Bangladesh is a developing country, and therefore,
the values of individuals may differ from developed and Western cul­
tures. For example, ostracism might lead to more negative outcomes in
developed countries compared to Bangladesh, where people are forced
to prioritise survival over psychological needs.
Thus, as prior studies have ignored the above-mentioned theoretical
gaps (i.e. meaningful work as a mediator), emotional exhaustion (i.e.
moderator), and contextual gaps, this study tested whether psycholog­
ically meaningful work mediates the relationship between ostracism and
task performance, with emotional exhaustion as a moderator among
Bangladeshi hotel employees.
This research is expected to add value to theoretical advancements in
the following ways. (1) We extend the nomological network of ostracism
in the workplace and employees’ task performance and verify the
intervening role of meaningful work, thereby contributing to the self-
concept theory. (2) By incorporating emotional exhaustion as a
moderator between psychologically meaningful work and task perfor­
mance, this study aims to confirm the impact of psychologically mean­
ingful work on task performance. This finding adds value to the CoRT
theory that exhausted employees reduced the impact of meaningful
work on task performance. (3) Our findings enrich the literature on
hospitality ostracism, meaningful work, emotional exhaustion, and task
performance.
2. Literature review and hypothesis development
2.1. Workplace ostracism and task performance
Ostracism can occur socially, either in the workplace or in society.
Being ignored and excluded in a social setting is known as social
ostracism (Bedi, 2019; Mao et al., 2018; Sharma & Dhar, 2022). Ferris
et al. (2008) defined ostracism as “the extent to which an individual
perceives that he or she is ignored or excluded by others” (p. 1348).
Social ostracism in the workplace refers to situations in which coworkers
neglect to acknowledge greetings or salutations, or disregard ideas from
an individual.
Task performance or in-role behaviour refers to the appropriate
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Journal of Hospitality and Tourism Management 56 (2023) 314–321
accomplishment of the core job activities assigned to individual em­
ployees (Williams & Anderson, 1991). It is generally the commitment to
perform only the assigned tasks at work. Task performance is defined as
the actions taken directly in support of completing either core work
tasks or tasks that are part of the technical core of an organization.
This study contends that workplace ostracism and task performance
is negatively correlated for the following reasons. For example, in the
hospitality industry, ostracism generates psychological distress at work,
which, in turn, causes adverse employee outcomes (Singh & Srivastava,
2021). The literature has also established that ostracism is a significant
negative predictor of employee outcomes such as workplace belong­
ingness (Haldorai et al., 2020), and pro-social behaviour (Haldorai et al.,
2022). Stigma and emotional exhaustion are generated due to social
isolation (Ayub et al., 2021; Cao et al., 2022).
CoRT suggests that employees are more likely to conserve or retain
their existing resources and refrain from their assigned tasks when
ostracised (Leung et al., 2011; Zhang, Kang, et al., 2022). According to
CoRT, when individuals are ostracised, isolated, or rejected by their
coworkers, they may be unable to receive crucial resources. This risk of
resource loss may produce a lack of enthusiasm and positive mood (Han
& Hwang, 2021; Zhang, Kang, et al., 2022); Zhang, Kang, et al.,
2022eing ignored or socially excluded can increase employees’ anxiety
about their interactions with coworkers and make them question the
value of their jobs; thereby depleting the resources they need to behave
agentively, and maintain their emotional and physical energy. Addi­
tionally, meta-analyses have demonstrated that excluded workers
exhibit higher levels of cynicism and emotional tiredness, and lower
levels of engagement, belongingness, and well-being (Bedi, 2019;
Howard et al., 2020). Overall, workplace ostracism will negatively
impact task performance (negative correlation). Accordingly, this study
proposes/posits the first hypothesis.
H1. The feeling of ostracism at work is negatively correlated with task
performance.
2.2. Workplace ostracism and psychological meaningfulness
Psychological meaningfulness is “the extent to which people derive
meaning from their work and feel that they are receiving a return on
investments of self in the performance of their role” (Saks & Gruman,
2014, p. 160). Individual employees typically evaluate their work based
on how important, worthwhile, and meaningful it is to them (Fletcher &
Schofield, 2019; Kahn, 1990; Tan & Yeap, 2021). Work helps individuals
achieve one or more elements of meaning, such as personal growth,
self-realisation, competence, and autonomy (Rabiul et al., 2022).
Ostracised individuals experience a reduction in their sense of
belonging, a decrease in their identification with a group, a destabili­
sation of their sense of control, and an increase in emotional exhaustion
(Ferries et al., 2008). Consequently, individuals experience dissatisfac­
tion and psychological meaninglessness (Bedi, 2019; Chung & Kim,
2017; Howard et al., 2020; Mao et al., 2018). Ostracism threatens the
psychological needs of human beings, such as a reduced sense of
belongingness and control, and a weakening of self-esteem and mean­
ingfulness (Mao et al., 2018). Exclusion, rejection, and interpersonal
abuse may detach individuals from their core tasks due to strain, anxi­
ety, and fatigue (Howard et al., 2020; Mao et al., 2018; Sharma & Dhar,
2022).
Additionally, ostracised individuals may experience interpersonal
mistreatment, or exclusion from the group and the decision-making
process (Mao et al., 2018). When a person experiences a lack of psy­
chological connection or is ignored by others, they may enter a state of
agony, sadness, nervousness, and even experience meaninglessness
(Howard et al., 2020; Sharma & Dhar, 2022). Researchers have posited
that a positive self-concept is a motivational factor that leads to better
work performance, developed through positive contextual support (i.e.
leadership and human resource practices) (Rabiul et al., 2021, 2022).
M.K. Rabiul et al.
Drawing on self-concept theory, we postulate that ostracism may pro­
duce a negative self-concept in employees (weakening or reducing their
sense of meaningful work) due to its various negative outcomes. In­
dividuals may experience a lack of meaning due to workplace aggression
and feel neglected at work (Caillier, 2020; Kong & Belkin, 2021; Pasa­
mehmetoglu et al., 2022; Zhang, Kang, et al., 2022). Hence, we propose
the following hypothesis.
H2. The feeling of ostracism at work is negatively correlated with the
psychological meaningfulness of work.
2.3. Psychological meaningfulness and task performance
We posit that psychological meaningfulness will have a positive
impact on task performance based on the self-concept theory (Rabiul
et al., 2023). For example, according to Kahn (1990), “people employ
and express, or withdraw and defend their preferred selves based on
their psychological experiences of self-in-role” (p. 702). High mean­
ingfulness leads to high levels of interest and dedication (Chaudhary,
2019; Kahn, 1990) as individuals experience personal growth and feel
that their work is essential (Chou et al., 2022; Saks & Gruman, 2014).
We claim that positive meaning or work (psychologically meaningful
work) derives from the self-concept theory (Rabiul et al., 2022; Shamir
et al., 1993) and leads to task performance. This is confirmed by pre­
vious studies, which demonstrated that work meaningfulness positively
affects individuals when they experience success at work (Hasan &
Kashif, 2020). According to the self-concept theory, when individuals
experience a positive self-concept, they will be motivated to perform the
assigned tasks (Rabiul et al., 2023). Meaningful work experience is
positively associated with employee outcomes as in-role performance
and engagement (Chaudhary & Panda, 2018; Rabiul et al., 2021).
Consequently, this study proposes the hypothesis.
H3. Psychologically meaningful work and task performance are posi­
tively correlated.
2.4. The mediating role of psychological meaningfulness of work
This study posits that psychological meaningfulness or meaningful
work is a potential underlying mechanism between workplace ostracism
and task performance, based on the self-concept theory (Rabiul et al.,
2021, 2022). We have explained how ostracism and meaningfulness are
negatively correlated (see H1). Now, we explain why meaningfulness
has a mediating role. For example, Loi et al. (2018) reported that
negative experiences of customer misbehaviour can lessen work mean­
ingfulness among service managers. Therefore, individual employees
may develop a negative self-concept of work if they experience ostra­
cism. Ostracism can negatively affect the performance of employees
(Chung, 2018) and weaken their sense of belonging, generating dissat­
isfaction, strain, stress, and exhaustion (Bedi, 2019; Chung & Kim, 2017;
Howard et al., 2020; Mao et al., 2018; Ting & Ahn, 2022). Based on
self-concept theory, several investigations (Rabiul et al., 2021, 2022,
2023) revealed that employees experience a positive self-concept due to
the positive behaviours of their leaders. We perceive that employees will
experience a negative self-concept due to ostracism at work.
Consequently, this shows that workplace ostracism and meaning­
fulness at work are negatively correlated (same as H1). Nevertheless,
many studies (i.e. Hasan & Kashif, 2020; Nazir et al., 2021; Rabiul et al.,
2021) have confirmed that meaningful work is a positive indicator of
greater employee outcomes (i.e. task performance). We have argued in
H3 how meaningfulness leads to task performance (H3). Therefore, we
propose that employees’ perceived meaningfulness mediates (see Zhao
et al., 2010 for further evidence for indirect-only mediation) the
connection between workplace ostracism and task performance. In other
words, psychologically meaningful work will weaken (meaningfulness
as positive resources) the negative relationship between workplace
ostracism and task performance. Thus, we hypothesise the following.
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Journal of Hospitality and Tourism Management 56 (2023) 314–321
H4. Employees’ perceived psychological meaningfulness mediates the
link between ostracism at work and task performance.
2.5. Emotional exhaustion as a moderator between psychological
meaningfulness of work and task performance
Maslach and Jackson (1981) defined emotional exhaustion as the
“feelings of being emotionally overextended and exhausted by one’s
work” (p. 101). Overwork can lead to emotional exhaustion, which can
cause a loss of energy (both physical and psychological) and other re­
sources necessary for good work performance. Employees may also feel
that they are no longer able to give their best because of depleted
emotional resources (Maslach & Jackson, 1981). Those with fewer re­
sources, who often have inferior ability to gather resources and are more
prone to resource loss, can be particularly affected by the resource loss
spiral effect, which accelerates this loss (Hobfoll et al., 2018; Said &
Tanova, 2021).
Emotionally exhausted employees often experience negative emo­
tions, such as anxiety, tension, depression, and lack of commitment to
work due to physical and mental fatigue (Abubakar et al., 2021; Maslach
& Jackson, 1981). According to Hobfoll et al.’s (2018) CoR theory,
people have a fundamental desire to acquire, hold onto, protect, and
improve resources. The theory also posits that people feel stressed when
they are at risk of resource loss, suffer resource loss, or do not gain re­
sources after investing them (Khan et al., 2020). Conversely, those who
are not under stress work to accumulate extra resources, which ulti­
mately encourages positive psychological feelings to perform core tasks
(Hobfoll et al., 2018; Said & Tanova, 2021).
Consequently, according to CoRT theory, emotional exhaustion de­
pletes the physical and mental resources of employees and may even­
tually lead to adverse job-related outcomes (Hobfoll et al., 2018; Said &
Tanova, 2021). In the workplace, emotional exhaustion is a state of both
mental and physical exhaustion that is strongly associated with unsuc­
cessful job-related outcomes (Maslach & Jackson, 1981). In contrast, the
theory contends that individuals experience stress when they cannot
recover resources invested in their careers, face the risk of losing their
resources, or experience a loss of resources. Owing to the nature of work
in the service sector, employees in the service sector are more likely to
experience strains, such as sadness and emotional dissonance, compared
to employees in other sectors. Therefore, while attempting to foster a
welcoming environment, regulate their emotions, and look professional,
customer-contact hotel staff are likely to experience stress and run the
risk of exhausting the accumulated resources. Hence, we formulate hy­
pothesis H5 (see the complete proposed model in Fig. 1).
H5. Highly exhausted individuals will weaken the positive association
between the psychological meaningfulness of work and task perfor­
mance, and vice versa.
3. Method
3.1. Sample and population
Although several sources indicate that there are only 44 star-rated
hotels in Bangladesh (Rabiul et al., 2022), we were unable to find a
Fig. 1. Research model.
M.K. Rabiul et al.
complete hotel list on official websites. Thus, we scoured famous hotel
reservation websites, such as agoda.com and booking.com. According to
these sites, Dhaka, the capital of Bangladesh, has the largest number of
hotels, comprising ten 5-star, four 4-star, and twelve 3-star-rated hotels.
Additionally, Cox’s Bazar, the most popular tourist destination in
Bangladesh, has the second-highest number of hotels, with five 5-star,
six 4-star, and eight 3-star hotels. Chattogram, the port city of
Bangladesh, has one 5-star, three 4-star, and four 3-star hotels. There are
several hotels in Sylhet, Bogra, and other nearby cities. As we could not
verify the ratings from reputable government or private organisations,
HR managers provided us with hotel ratings of 5, 4, and 3 stars.
Accordingly, Cox’s Bazar, Chattogram, and Dhaka hotels were selected
for data collection because they have the most hotels (i.e. Rabiul et al.,
2022). Since the study’s population is unknown, following Thompson’s
recommendation (2012), a sample size of 384 was considered sufficient
to represent the entire population.
3.2. Measurement
We employed the 9-item scale established by Ferris et al. (2008) to
measure workplace ostracism. Psychological meaningfulness was measured
using four items developed by May et al. (2004). The 6-item scale for
emotional exhaustion was taken from Maslach and Jackson (1981). Task
performance was assessed using a 5-item scale from Williams and
Anderson (1991). All the scales used in the present study were validated by
earlier studies conducted on the hospitality industry (Haldorai et al., 2020,
2022; Karatepe et al., 2019; Rabiul et al., 2022; Singh & Srivastava,
2021). Opinions were gathered using a 5-point scale. The sample items
are provided in Table 3, presented in section 4.1.
3.3. Measurement translation in the local language
The measurements used were initially designed in English. We used
conventional translation and back-translation techniques to ensure that
the survey questionnaires were comparable and to reduce the influence
of cultural differences (Brislin, 1970). However, both the English and
Bengali versions of the questionnaire were offered to the participants
concurrently. After the researchers completed the first translation, three
multilingual academic experts (one associate professor in English, one
professor in management, and one Bengali literary lecturer) reviewed
the language for clarity and meaning. Additionally, five hospitality staff
members in non-supervisory roles stated that both the Bengali and En­
glish versions of the same items were clearly understood. Since hospi­
tality employees and academics in management had no concerns
regarding the items, no items were invalidated or edited out.
3.4. Data collection
Convenience sampling was employed to gather cross-sectional data
from hotel employees with customer contact. In Bangladesh, most hotels
are privately owned or part of a franchise, and hotel owners and human
resource managers are concerned about their privacy. Considering the
unwillingness to formally conduct this study on hotel grounds, conve­
nience sampling was the best alternative. To obtain the maximum
number of respondents, we contacted alumni, colleagues, and relatives
who aided in distributing the questionnaire. To eliminate bias, we tar­
geted all hotels and delivered specific questionnaires to each hotel’s
corresponding department (customer contact), thus ensuring a diverse
sample across the three cities.
Using open envelopes, alumni, colleagues, relatives, and students
distributed the questionnaire directly to the participants, and gave them
the opportunity to fill it out and return it sealed. The researchers have
explained the objectives of the research, which is theory testing. Addi­
tionally, we ensured through an agreement signed by the authors that no
personal identity would be used and published. All information was
explained in both English and Bengali language. Furthermore, they were
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Journal of Hospitality and Tourism Management 56 (2023) 314–321
reassured that their employers would not have access to their opinions.
After multiple follow-ups, the questionnaires were collected at a
convenient time for the participants. To prevent hotel supervisors from
distorting participants’ opinions, only designated individuals received
the returned questionnaires. After removing outliers and missing data,
383 questionnaires were deemed useable out of the 600 questionnaires
distributed.
3.5. Data treatment
Based on Hair et al. (2014), we checked and removed missing data.
Furthermore, we checked that the dataset was devoid of multi­
collinearity and outlier concerns. These were validated by employing
the variance inflation factor (VIF) and multivariate outliers, as in pre­
vious research (Hair et al., 2014). We also conducted Harman’s
single-factor test using SPSS 26 to examine the data for common method
bias (Fuller et al., 2016). Results indicated that a single component
accounted for 37.11% of the total variation (69.54%), which was less
than the 50% threshold (Podsakoff & Organ, 1986), suggesting that
common method bias was unlikely to exist. Additionally, Smart. PLS is
suitable for non-normal data and outperformed other CB-SEM softwares
(Ramayah et al., 2018; Rasoolimanesh et al., 2021).
3.6. Descriptive statistic of the variable and demographic profile
Table 1 depicts the participants’ demographic profiles and Table 2
provides descriptive statistics for the variables. A total of 383 hotel staff
members submitted valid responses. Of these, 37.4% were female and
62.6% were male, indicating a male predominance in the hotel industry
in Bangladesh. The sample comprised employees from the front desk
(32.9%), room division (22.4%), food and beverage (27.2%), and sales
and marketing (17.5%). Finally, 40.7% of the participants had worked at
the hotel for one to five years, 27.2% had more than ten years of
experience, 21.1% had between six and twelve months of experience,
and the remaining 11.0% had less than six months of experience.
The mean values, standard deviation, and correlation (see Table 2)
indicate that employees’ perceived meaningfulness and task perfor­
mance had the highest correlation (r = 0.530), and the highest standard
deviation was 1.234 for emotional exhaustion.
4. Data analysis and results
To examine the association between the variables proposed in Fig. 1,
we used structural equation modelling (SEM) with partial least squares
(PLS) software. PLS-SEM is preferable due to the inclusion of moderation
and mediation in our model (Nitzl et al., 2016).
4.1. Convergent validity
To establish a measurement model, an algorithm was applied; the
results are presented in Table 3. To test the hypothesis, variables’ items
should have loadings greater than 0.70 (in some cases 0.40) (Hair et al.,
2014). Hair et al. (2014) also suggested to have composite reliability or
CR > 0.70, and average variance extracted or AVE >0.50. Table 3 in­
dicates that all values meet these suggested criteria, confirming that the
measurement is suitable for hypothesis testing.
4.2. Divergent validity
The algorithm results confirming the variability or divergence are
presented in Table 4. The HTMT value indicates that the highest ratio
between emotional exhaustion and meaningfulness is 0.661, which is
lower than 0.85 (Hair et al., 2014), thereby confirming that the variables
are diverse.
Likewise, the VIF values are within the acceptable range or lower
than 5 (Hair et al., 2014), confirming the divergency of the variables.
M.K. Rabiul et al. Journal of Hospitality and Tourism Management 56 (2023) 314–321

Table 1
Sample characteristics (N = 383.
Demography Category N (%) Demography Category N (%)

Gender Male 240 62.6 Marital Status Single 145 37.9

Female 143 37.4 Married 197 51.4
Separated/divorced/others 41 10.7
Age Group 18-30 Yrs. 122 31.9 Department of Work Front office 126 32.9
31 -40 Yrs. 154 40.2 Food & Beverage 104 27.2
41> Yrs. 107 27.9 Room Division 86 22.4
Sales & marketing 67 17.5
Education HSC/Diploma 69 18.0 Length of Service <6 Months 42 11.0
Graduation 158 41.3 6–12 months 81 21.1
Post-graduation 133 34.7 1-5 Yrs. 156 40.7
Others 23 6.0 >5 Yrs. 104 27.2

Table 2
Means, standard deviation, correlation.
Variables Mean Std. dev. 1 2 3 4

1 Workplace ostracism 2.406 1.234 =

2 Meaningfulness 3.051 1.029 − .469** =
3 Emotional exhaustion 3.275 1.019 0.034 − .242** =
4 Task performance 3.435 1.003 − .512** .530** − .207** =

Note: ** 2-tailed significant correlation at 0.01.

Table 3
Variables’ validity and reliability.
Variables Source Items loading CR AVE Sample items

Emotional exhaustion Maslach and Jackson (1981). EXH1 0.809 0.930 0.689 “I feel fed up with my work”.
EXH2 0.915
EXH3 0.863
EXH4 0.804
EXH5 0.782
EXH6 0.800
EXH7 –
Psychological meaningfulness May et al. (2004) MFL1 0.816 0.877 0.642 “The work I do on this job is meaningful to me”.
MFL2 0.726
MFL3 –
MFL4 0.820
MFL5 –
MFL6 0.837
Workplace ostracism Ferris et al. (2008) OST1 0.863 0.962 0.739 “Others refused to talk to you at work”.
OST10 –
OST2 0.852
OST3 0.877
OST4 0.872
OST5 0.833
OST6 0.834
OST7 0.885
OST8 0.869
OST9 0.852
Task performance Williams and Anderson (1991) TSK1 0.788 0.892 0.623 “I fulfil responsibilities specified in the job description”
TSK2 0.796
TSK3 0.789
TSK4 0.827
TSK5 0.743

Note: AVE = average variance extracted and CR = composite reliability.

4.3. Hypothesis testing

Table 4
Divergent validity by Heterotrait-Monotrait Ratio (HTMT) and VIF.
The demographic profile was controlled to avoid any potential ef­
Constructs 1 2 3 4 VIF fects. For instance, following de Clercq et al. (2019), job level was
1 Emotional Exhaustion = 1.070 controlled because it has an influence on task performance. Becker et al.
2 Psychological meaningfulness 0.283 = 1.398 (2022) suggested bootstrapping with 10,000 subsamples to test the
3 Task Performance 0.234 0.634 DP
=
hypothesis. Nitzl et al. (2016) and Ramayah et al. (2018) showed that all
4 Workplace ostracism 0.050 0.526 0.566 = 1.319
variables should run in a single model and rely on p-values, t-values, and
Note: VIF = variance inflation factor; DP = dependent variable. confidence intervals (see Table 5). For moderation testing, two-stage
method was applied as it outperformed product indicator and orthogo­
nalization in many cases (Ramayah et al., 2018). For illustration,
workplace ostracism → task performance is negatively significant with β

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M.K. Rabiul et al. Journal of Hospitality and Tourism Management 56 (2023) 314–321

Table 5
Hypothesized results.
CIBC (95%)

No Hypothesized paths β t-value p- LL UL

value

H1 Workplace ostracism − 0.365 7.872 0.000 − 0.452 − 0.272

→ Task Performance
H2 Workplace ostracism − 0.477 10.848 0.000 − 0.556 − 0.383
→ Meaningfulness
H3 Meaningfulness → 0.327 6.385 0.000 0.221 0.421
Task Performance
H4 Workplace ostracism − 0.156 5.858 0.000 − 0.211 − 0.106
→ Meaningfulness →
Task Performance
H5 Emotional Exhaustion 0.109 2.621 0.009 0.030 0.193
*meaningfulness →
Task Performance

Note: confidence interval bias corrected = CIBC; UL and LL = upper and lower-
level, respectively.
Fig. 2. Emotional exhaustion as moderator.

= − 0.365, t = 7.872, and p < 0.001.

5.1. Theoretical contribution
To confirm the model quality (see Table 6), we checked the values of
SRMR, Q2, and R2. The SRMR was 0.058 < 0.08, R2 was greater than
Our study differs from earlier studies and contributes to the hospi­
0.10, and Q2 was higher than 0.02, confirming a good model fit (Ram­
tality and management literature in numerous ways. First, the findings
ayah et al., 2018).
and opinions of hotel employees confirm that ostracism at work is a
significant negative predictor of task performance. While several studies
5. Discussion
have investigated supervisor ostracism and its association with positive
and negative employee outcomes (Haldorai et al., 2022; Han & Hwang,
Hotel employees confirmed that workplace ostracism was a signifi­
2021; Huertas-Valdivia et al., 2019; Singh & Srivastava, 2021; Xia et al.,
cant negative predictor of task performance (H1). This result is consis­
2019; Xiao et al., 2022), our study is among the first, if not the only one
tent with those of previous studies demonstrating the adverse effect of
conducted in a hospitality setting. Thus, the findings reconfirm the
ostracism at work on employees’ attitudes and behaviour (Bedi, 2019;
applicability of CoRT in the Asian developing hospitality context.
Mao et al., 2018). Moreover, ostracism significantly predicted a lack of
Second, hotel employees perceive ostracism at work as a significant
meaningful work (H2), which may endanger employees’ sense of con­
factor that reduces the meaningfulness of their work. Prior to this study,
trol, belonging, self-worth, and purpose in life. The self-concept theory
it was unknown whether ostracism generates negative self-concept in
could explain why ostracism generates a negative self-concept. Em­
hotel employees. To understand this, we applied self-concept theory and
ployees perceive that meaningful work fosters motivation to engage in
found support for self-concept theory. That is, the study revealed that
their core task roles and increases their task performance (H3). Mean­
ostracism causes a negative self-concept; this finding extends the self-
ingfulness is an underlying factor in positive employee outcomes among
concept theory and adds value to meaningful work literature. Several
hotel employees in Bangladesh (H4). This finding is congruent with
studies have advanced the self-concept theory that HR practices, lead­
those of other studies, indicating that meaningful work contributes to
ership, and organizational factors positively predict an individual’s self-
positive employee attitudes and behaviours (Fletcher & Schofield, 2019;
concept (only positive contributor) (Mostafa & Abed El-Motalib, 2018;
Kahn, 1990; May et al., 2004). This result is similar to the concept that a
Rabiul et al., 2022). For instance, according to the self-concept theory,
positive self-concept of the meaning of work encourages motivation for
experiencing job meaningfulness is typically connected to higher levels
further task performance (Kark & Shamir, 2002; Mostafa & Abed
of work motivation, which ultimately results in higher levels of
El-Motalib, 2018).
employee positive behaviour (Rabiul et al., 2022). Our findings advance
Finally, our findings confirmed that exhausted employees exhibit
the self-concept theory by showing that individuals experience negative
lower task performance, as it significantly weakens the association be­
self-concepts due to ostracism at work. Our substantial contribution is in
tween meaningful work and task performance (H5). Fig. 2 illustrates
developing a nomological framework in which meaningful work is an
that the solid and dotted lines deviate from zero. Employees with less
underlying factor.
meaningful work and higher exhaustion (the dotted line moves down­
Third, by establishing meaningful work as an indirect-only mediator
wards and to the left) weaken the connection between meaningful work
(see Zhao et al., 2010), our results supplement the existing knowledge
and task performance. The CoRT theory proposes that higher and lower
on the underlying mechanism between ostracism and task performance.
exhaustion levels at work among Bangladeshi hotel employees are
Establishing an association between workplace ostracism and the
comparable to those observed in other parts of the world (Hobfoll et al.,
meaningfulness of work is not automatic; rather, it is theory-driven,
2018; Said & Tanova, 2021).
which is a self-concept (Shamir et al., 1993). Fourth, our study
broadens the applicability of CoRT by demonstrating the moderating
role of emotional exhaustion in the link between meaningful work and
task performance. These findings confirm that higher levels of exhaus­
Table 6 tion weaken the association between meaningful work and task per­
Model validity. formance in the hotel industry. Previously, we only knew that exhausted
Construct R2 Q2 Discrepancy Saturated employees would generate adverse outcomes and that positive meaning
would enlighten positive outcomes. However, we did not know that
Psychological meaningfulness 0.281 0.175 SRMR 0.058
Task Performance 0.395 0.241
positive psychology (meaningful work) has a lesser impact on positive
outcomes (task performance) when employees feel higher level of
Note: Predictive relevance (Q2), coefficient of determination (R2); SRMR = exhaustion.
standardised root mean square.

319
M.K. Rabiul et al.
The current study amalgamates research on self-concept and CoRT
theories, providing empirical evidence to fill a significant gap in our
understanding of how workplace ostracism translates to employee task
performance by perceiving meaningful work, and employees with
higher and lower emotional exhaustion.
5.2. Practical contribution
The most valuable practical implications for hoteliers and other
similar industries are as follows. First, hoteliers should focus on mini­
mising ostracism at work among the members. Ostracised employees
experience a negative meaning of work or weakened meaningfulness of
work. This study’s finding is consistent with those of many previous
investigations (see review by Bailey et al., 2018; Mao et al., 2018) that
show the deterioration of employee outcomes caused by ostracism. Not
only hospitality but also other industries should investigate the negative
impacts of ostracism and reduce its negative consequences. Research has
indicated that ostracism spreads in organisations as employees often
mimic their peers (Bailey et al., 2018; Chung, 2020; Mao et al., 2018).
Thus, if ostracism is not minimised at work, then it will severely affect
employee outcomes. Therefore, hoteliers should strictly follow and
implement rules to minimise ostracism.
The reduction of ostracism could be done in several ways. For
instance, hoteliers and other industries should prioritise building re­
lationships through appropriate leadership practices for all employees.
Organisations and managers must constantly emphasise the value of
strong interpersonal relationships to achieve performance. They should
also create a supportive work environment where significant interper­
sonal interactions can be formed and sustained. Furthermore, organi­
sations that confront disagreement and speak more openly may help
reduce the harmful effects of ostracism. Therefore, organizational cul­
ture is an essential factor in this regard, as it can prioritise and increase
the need for good working relationships. Organisations should also
engage in team-building activities to foster communication, under­
standing, and cohesion among staff members. Other industries in
Bangladesh could thus also benefit from the study’s findings.
Second, meaningful work is fundamental for improving core tasks for
hoteliers, whereas meaningless work could lead employees to execute
core tasks in the workplace. A review on individual meaningfulness
suggests that managerial behaviour (i.e. abusive supervision) and
workplace environment (i.e. stress) could lessen the meaningfulness of
work (Bailey et al., 2018). Furthermore, workplace aggression could
reduce work meaningfulness (Caillier, 2020). Therefore, hoteliers
should not only observe the facts that reduce the meaningfulness of
working in the hotel industry, but also identify factors that enhance
meaningful work, such as practicing leadership (Han et al., 2020; Rabiul
et al., 2022), implementing human resources practices (Rabiul et al.,
2021), and establishing a safety culture. These are applicable to other
industries in Bangladesh and other developing countries as well.
Third, highly emotionally exhausted employees experience signifi­
cant negative consequences that weaken meaningful work and task
performance. Thus, emotionally exhausted employees could have severe
consequences for hoteliers. Hoteliers should investigate not only the
factors that create exhaustion in employees, but also those that reduce
exhaustion. Training employees or establishing a safe work environment
could be one way to cope with exhaustion and reduce it. Emotional
exhaustion happens in every organization, thus, not only hospitality
organisations but also other industries could benefit from our study
results.
5.3. Limitations and future research suggestion
Although this study rules out CBM concerns through statistical pro­
cedures, such as VIF and factor analysis, future studies must attempt to
utilise multisource data. Supervisors can rate employees’ task perfor­
mance, and time-lag data can provide better insight. We tested for
320
Journal of Hospitality and Tourism Management 56 (2023) 314–321
negative behaviours or attitudinal perspectives at work. Future studies
should examine both negative and positive factors. For example, posi­
tive perspectives (i.e. workplace recognition) and negative perspectives
(i.e. customer incivility and misbehaviour; Loi et al., 2018). Since we
only tested emotional exhaustion, which is a negative feeling perceived
by employees, future studies may investigate intrinsic factors, such as
energy, career intention, or workplace facilitations. Only hospitality
employees provided their opinions in our study; therefore,
multi-industry data could lead to more insightful results. A comparative
study between two or more countries could also provide further un­
derstanding. Although this study ensured data variability, systematic
simple random sampling is suggested over the limitations of convenient
sampling.
Dr. Karim is also a reviewer for many prestigious journals of emerald,
Taylor Francis, etc.
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After completing a BSC, PgD, and MBA from the United Kingdom, I have achieved a Ph.D.
in management from University Utara Malaysia. My first publication was published in the
International Journal of hospitality management. I published papers in the International
Journal of contemporary hospitality management, the Journal of hospitality marketing &
management, the Journal of Hospitality and Tourism Management, and a few in the Q2
Journal published by Emerald, Elsevier, Tailor Francis, etc. I am a reviewer of many Q1
journals such as the Journal of business research, Annals of tourism research, and the
International Journal of hospitality management, international Journal of contemporary
hospitality management, Journal of hospitality marketing & management, Journal of
Hospitality and Tourism management.
Dr. Karim is an associate professor in business management. After completing an MBA
from the United Kingdom, he completed a Ph.D. in tourism management from the Uni­
versity Utara Malaysia. He has several publications in prestigious journals such as the
International Journal of Entrepreneurial Research and the Journal of Quality Assurance in
Hospitality & Tourism.
After completing PhD in management, I am concentrating on research.