Workplace Ostracism Scale
Workplace Ostracism Scale (WOS) · Also known as: WOS
The Workplace Ostracism Scale measures the extent to which an employee feels excluded, ignored, or dismissed by colleagues and supervisors—a form of social exclusion distinct from harassment but equally harmful to mental health and performance. Developed by Ferris, Brown, Berry, and Lian, the WOS captures subtle exclusionary behaviors: being left out of conversations, having contributions ignored, or being given the silent treatment. Workplace ostracism predicts depression, anxiety, reduced engagement, and turnover, making it critical for identifying and addressing subtle organizational toxicity.
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When to use it
The WOS is applicable to all occupational sectors and all worker populations. Use to: (1) conduct baseline social climate assessment in new teams or organizations, (2) monitor excluded or at-risk workers (e.g., whistleblowers, workers from underrepresented groups, recent hires), (3) evaluate the impact of diversity and inclusion initiatives, (4) investigate workplace complaints that mention isolation or exclusion, and (5) identify departments with poor social cohesion. Particularly valuable in knowledge-work and team-based settings where informal networks and social capital drive advancement and belonging; less directly applicable to isolated roles (e.g., security guard, solo researcher) unless the role itself involves intended isolation.
Strengths & limitations
- Measures a critical occupational social hazard (ostracism) that is often overlooked in workplace safety and health assessments, capturing subtle exclusion not detected by harassment or violence scales
- Strongly predictive of psychological harm: prospective studies show workplace ostracism predicts depression (r = 0.30–0.45), anxiety, reduced job satisfaction, and intention to leave (r = 0.35–0.50)
- Simple and brief: 10 items, self-administered, no jargon, quick completion
- Applicable across sectors, roles, and demographics; no need for separate instruments for different populations
- Grounded in social psychology theory: addresses a fundamental human need (belonging) and recognized as occupational stress in modern frameworks
- Self-report bias: socially anxious or sensitive individuals may interpret neutral behavior as exclusion; paranoid individuals may over-report ostracism. Context and triangulation with observations are helpful.
- Intentionality not measured: the scale does not distinguish between deliberate exclusion and unintentional oversight (e.g., forgetting to invite someone vs. intending to exclude them), which have different implications for intervention
- Does not identify the source of ostracism: peers, supervisors, or organizational systems (e.g., remote workers excluded from in-person social events) all manifest as high WOS scores but require different responses
- Cultural variation: cultures with different communication norms (direct vs. indirect, individualist vs. collectivist) may interpret behaviors differently; some cultures normalize quiet or reserved interaction without intending exclusion
- Limited guidance on actionability: high WOS scores identify ostracism but do not specify what to change (improve supervisor support? increase team-building? diversify the team? fix onboarding?).
Frequently asked
I scored high on the Workplace Ostracism Scale. Does this mean my team deliberately excludes me?
High WOS indicates you experience exclusion or invisibility; it does not automatically prove intentional malice. Some possibilities: (1) your team may not realize you feel excluded (unintentional); (2) your role or location (e.g., remote, different department) naturally distances you from social interaction; (3) you and the team may have different communication styles (you interpret silence as exclusion); (4) the team may indeed be deliberately excluding you due to conflict, difference, or bias. The next step is to open a non-accusatory conversation with a trusted colleague, supervisor, or HR: 'I sometimes feel left out of team interactions. Is there something I can do to be more integrated?' This may reveal whether the issue is relational, logistical, or stylistic—each with different solutions.
Our team scored high on average WOS. What does this mean?
High average WOS in a team or department suggests organizational issues with inclusion, not individual personality conflict. Possible causes: (1) poor team structure or communication (silo-ed roles, lack of cross-functional meetings), (2) toxic leadership (supervisor shows favoritism, excludes certain members), (3) cultural or generational divides (new hires feel unwelcome, different communication norms), (4) lack of formal onboarding or integration processes (people fall through the cracks). Investigate by: (a) conducting focus groups or interviews to identify specific exclusionary behaviors, (b) reviewing team meeting attendance and who contributes, (c) examining formal communication channels (are all members copied on emails?), (d) assessing supervisor and informal leader behavior. Address root causes (structure, leadership, process) rather than trying to fix individual workers.
How is workplace ostracism different from bullying or harassment?
Bullying and harassment are active, overt aggression (mocking, insults, physical threats). Ostracism is passive exclusion—being ignored, excluded, left out. A bullied person is actively targeted; an ostracized person is treated as if invisible. Both harm mental health, but interventions differ: bullying requires direct consequences for the perpetrator and support for the target; ostracism requires culture change, inclusion practices, and sometimes coaching on group dynamics. The WOS measures ostracism; other scales (Bullying and Harassment Questionnaire, Aggressive Behavior Scale) measure active aggression. It is possible to experience both, but they are distinct.
If someone high on WOS reports bullying, should I investigate both?
Yes. High ostracism can precede or accompany bullying, or ostracism may be the primary issue. In investigation: (1) ask about specific incidents of exclusion (invitations not extended, contributions ignored, social events missed) separately from aggressive incidents (insults, threats), (2) identify patterns (is the person consistently excluded across multiple contexts or by certain people?), (3) involve HR and occupational health. If bullying is confirmed, address it formally; if ostracism is the main issue, focus on culture and inclusion. Both require follow-up support for the affected person and monitoring to ensure the behavior doesn't recur.
Sources
- Ferris, D. L., Brown, D. J., Berry, J. W., & Lian, H. (2008). The development and validation of the Workplace Ostracism Scale. J Appl Psychol, 93(6), 1348–1366. DOI: 10.1037/a0012743 ↗
- Williams, K. C. (2001). Ostracism: The power of silence. Guilford Press. ISBN: 978-1-57230-640-7
How to cite this page
ScholarGate. (2026, June 3). Workplace Ostracism Scale (WOS). ScholarGate. https://scholargate.app/en/occupational-health/workplace-ostracism-scale
Which method?
Set this method beside its closest kin and read them side by side — the library lays the books on the table; the choice is yours.
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- Sexual Harassment Experiences QuestionnaireOccupational Health↔ compare
- Workplace Violence ScaleOccupational Health↔ compare