Document Type

Article

Abstract

Workplace exclusion – often subtle and difficult to detect – significantly contributes to employee disengagement and turnover, costing US organizations over $1 trillion annually. This study examines how exclusionary behaviors (EBs) influence turnover intentions (TOIs) through disruption of psychological needs, using Rock’s SCARF model (Status, Certainty, Autonomy, Relatedness, Fairness) and self-determination theory. A two-wave survey of full-time US employees (N = 277) assessed EB, SCARF-based need satisfaction, and TOI. Partial least squares structural equation modeling revealed that EB significantly undermines all five SCARF domains, but only fairness and status mediated the EB–TOI link. Certainty, autonomy, and relatedness did not have significant effects. These findings suggest turnover risk intensifies when employees feel unfairly treated or socially devalued, rather than merely disempowered or disconnected. The study advances theoretical integration between SCARF and SDT and offers practical guidance for managers seeking to reduce attrition by fostering inclusive, respectful, and psychologically safe workplace environments.

Publication Date

7-7-2025

ISSN

1839-3527

Publication Title

Journal of Management & Organization

Rights

CC-BY

First Page

1

Last Page

28

DOI

10.1017/jmo.2025.10026

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