Workplace Cynicism Effects on Employee Engagement

Cynicism, a complex psychological construct, is often defined as an inclination to believe that people are motivated purely by self-interest (Leung et al., 2002; Stavrova & Ehlebracht, 2016; Wrightsman, 1964). At its core, cynicism embodies a deep-seated doubt or disbelief in the sincerity and motives of others (Guastello et al., 1992), extending to a skepticism of social and ethical norms and values. This attitude can be characterized by mistrust and pessimism about others (Cutler, 2005). In contemporary society, there is a growing trend towards endorsing a cynical view of human nature, particularly among young adults (Stavrova & Ehlebracht, 2018; Twenge, Campbell, & Carter, 2014).

Cynicism and the Changing Nature of Work

Cartwright and Holmes (2006) argue that the increasing cynicism observed in society can be attributed to the evolving nature of work and organizational structures. The violation of psychological contracts—unwritten mutual expectations between employers and employees—is identified as a significant source of workplace cynicism and mistrust (Kramer, 1986; Pate et al., 2000). Essentially, when the anticipated balance of inputs and outcomes in employer-employee relationships is disrupted, employees become more cynical (Wellin, 2016). Negative Impact of Cynicism at Work

The implications of cynicism in workplace settings are profound and multifaceted. Cynical individuals often exhibit negative attitudes such as frustration, contempt toward coworkers, and distrust in the organization and its leadership (Andersson, 1996; Dean et al., 1998). These attitudes can be detrimental to personal well-being and professional success. Research has shown that individuals with cynical beliefs experience fewer positive emotions and are more prone to severe despondency and dejection (Egan, Chan, & Shorter, 2014; Haukkala & Uutela, 2000). They are also more likely to engage in conflictual relationships and receive less social support (Baron et al., 2007; Kaplan, Bradley, & Ruscher, 2004). Consequently, cynical individuals often miss out on beneficial opportunities for cooperation and collaboration.

Cynicism, Hostility, and Job Satisfaction

Cynicism is closely linked to a personality style known as cynical hostility, characterized by cynicism and anger mismanagement in social relationships (Houston & Vavak, 1991). This trait negatively affects organizational commitment (Turner & Valentine, 2001) and is a predictor of reduced job satisfaction (Leung et al., 2010). Additionally, cynicism is associated with increased workplace stress, a higher incidence of counterproductive work behaviors, and a general lack of motivation to excel in tasks and achieve higher income (Dahling et al., 2009; Sakalaki, Richardson, & Thépaut, 2007; Wilson, Near, & Miller, 1996).

The Role of Social Relationships in Work Engagement

Employee engagement, a key predictor of individual, team, and organizational performance outcomes, is significantly influenced by social relationships within the workplace (Rana, 2015). Engaged employees tend to perform better and exceed expectations (Anitha, 2014), and managers often strive to enhance employee engagement to boost performance (Wright & Cropanzano, 2000). Engagement is characterized by passion for one's job, commitment to the organization, and discretionary effort in work tasks (Macey & Schneider, 2008). Strong social connections, including supportive relationships with supervisors and colleagues, are crucial for fostering employee engagement, trust, and psychological well-being (Kahn, 1990; Chughtai & Buckley, 2008).

Proposed Hypotheses and Research Methodology

Based on the aforementioned discussions, we propose a mediation model to explore the relationship between cynicism and work engagement, with social relationships serving as a mediator. Our first hypothesis (H1) posits that cynical individuals have poorer social relationships compared to their non-cynical counterparts. The second hypothesis (H2) suggests that strong social relationships lead to higher levels of work engagement. To test these hypotheses, we plan to conduct a study involving students from two universities, using the Cook-Medley Hostility Scale Measure to assess cynicism and the Utrecht Work Engagement Scale (UWES) to measure engagement.

Conclusion

In conclusion, cynicism is a pervasive attitude that shapes individuals' perceptions and interactions within the workplace. While it may serve as a protective mechanism against disappointment, it often leads to negative outcomes, including reduced job satisfaction and engagement. Understanding the mediating role of social relationships can provide valuable insights into mitigating the adverse effects of cynicism and fostering a more positive and productive work environment. Future research should continue to explore these dynamics, considering the broader implications for organizational success and employee well-being.

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