The influence of psychological ownership on negative organizational outcomes

• Main Authors: Lao, Addie Louise S., Lu, Mary Anne L., Rey, Mirze Marta D., Wong, Kimberly Kaye M.
• Format: text
• Language: English
• Published: Animo Repository 2014
• Subjects: Organizational behavior; Personnel management > Technological innovations; Philosophy of Mind; Business and Corporate Communications
• Online Access: https://animorepository.dlsu.edu.ph/etd_bachelors/11325
• Institution: De La Salle University

Researchers have theorized that psychological ownership can produce negative organizational outcomes such as resistance to change, workplace deviance, employee ostracism and a weaker intention to whistle blow, however few literatures have empirical evidence to support this assertion. To test the aforementioned claim, the researchers surveyed a total of 200 employees from 2 large corporations in Metro Manila. Researchers them employed the ordinary least squares regression to test the correlation between job and organization-based psychological ownership and the aforementioned negative outcomes. Results showed that high levels of psychological ownership among employees of Johnson and Johnson correlate with workplace deviance and whistle blowing intentions. Between job and organization-based psychological ownership, it is job-based psychological ownership that leads to greater negative outcomes. Results from P.A Alvarez and Development Corporation on the other hand, reveal that the high presence of psychological ownership positively correlates with workplace deviance and employee ostracism, but negatively correlated with whistle blowing intentions. As with the case of Johnson and Johnson, it is job-based psychological ownership that leads to greater negative outcomes. It is then imperative that managers, while reaping the positive benefits of psychological ownership, also consider possible avenues to mitigate its negative consequences.