Current Issue: Workplace Culture: The Journal of Employee Experience, Leadership Impact, & Organizational Climate
eISSN: Pending
doi.org/10.70175/workplaceculture.2026
Volume 1 Issue 1 (Download Issue)
Received March 12, 2026; Accepted for publication August 14, 2026; Published Early Access September 9, 2026
Title: Employee Experience Capital and Organizational Performance: An Integrated Framework
for Understanding Workplace Resource Systems in Digitally Transformed Organizations
Authors: Jonathan H. Westover, Utah Valley University, Future State University, Work & AI,
Catalyst Center for Work Innovation
Abstract: Contemporary organizations face the complex challenge of integrating diverse workplace resources—spanning digital tools, inclusive practices, sustainability initiatives, and well-being programs—into coherent systems that simultaneously support employee flourishing and organizational effectiveness. This theoretical paper develops the concept of Employee Experience Capital (EEC), defined as the integrated configuration of organizational resources that shape employees' holistic work experiences and generate sustainable competitive advantage. Drawing on Job Demands–Resources theory and the Resource-Based View of the firm, this paper identifies seven illustrative dimensions of EEC—digital autonomy, psychological safety climate, sustainability alignment, human–AI collaboration, restorative work design, learning climate, and well-being support systems—and provides systematic theoretical justification for their selection based on Self-Determination Theory's basic psychological needs framework. The paper proposes that EEC influences organizational performance through two empirically distinguishable mediating pathways: work meaningfulness (a cognitive-evaluative pathway) and experienced vitality (an affective-energetic pathway). Specific propositions predict which EEC dimensions more strongly affect each pathway. The framework advances theory by demonstrating how ostensibly disparate organizational practices function as an integrated resource system with emergent properties. The paper acknowledges boundary conditions, engages with competing theoretical perspectives, and discusses potential tensions and dark sides of EEC dimensions. Implications for research methodology and organizational practice are discussed.
Keywords: employee experience, workplace resources, organizational performance, job demands–resources theory, resource-based view, work meaningfulness, vitality, digital transformation, well-being, human resource management
doi.org/10.70175/workplaceculture.2026.1.1.1
Suggested Citation:
Westover, Jonathan H. (2026). Employee Experience Capital and Organizational Performance: An Integrated Framework for Understanding Workplace Resource Systems in Digitally Transformed Organizations. Workplace Culture: The Journal of Employee Experience, Leadership Impact, & Organizational Climate, 1(1). doi.org/10.70175/workplaceculture.2026.1.1.1
Received May 10, 2026; Accepted for publication September 20, 2026; Published Early Access September 27, 2026
Title: Freezing Out: The Silent Dismantling of Workplace Trust Through Deliberate Exclusion
Authors: Jonathan H. Westover, Utah Valley University, Future State University, Work & AI,
Catalyst Center for Work Innovation
Abstract: Workplace ostracism—the deliberate withholding of information, resources, access, and social support from targeted employees—represents one of the most insidious forms of managerial misconduct in contemporary organizations. Often described colloquially as "freezing out," this behavior circumvents legitimate performance management processes by engineering conditions under which employees cannot succeed, then attributing the resulting failures to the employees themselves. This article examines the phenomenon through the lens of organizational behavior research, drawing on meta-analytic evidence, needs-threat theory, and conservation of resources theory to illuminate both its psychological mechanisms and its organizational costs. Evidence from multiple industries demonstrates that freezing out erodes trust, suppresses knowledge sharing, increases turnover, and degrades team performance. The article presents five evidence-based organizational responses—transparent feedback systems, procedural justice structures, psychological safety infrastructure, leadership courage development, and dignity-centered exit processes—and concludes with three forward-looking pillars for building long-term organizational integrity. Practitioners will find actionable frameworks for diagnosing and dismantling exclusionary management practices before they metastasize.
Keywords: Workplace ostracism, managerial exclusion, psychological safety, employee wellbeing, organizational trust, procedural justice, leadership development, employee turnover, psychological contract, organizational culture
doi.org/10.70175/workplaceculture.2026.1.1.2
Suggested Citation:
Westover, Jonathan H. (2026). Freezing Out: The Silent Dismantling of Workplace Trust Through Deliberate Exclusion. Workplace Culture: The Journal of Employee Experience, Leadership Impact, & Organizational Climate, 1(1). doi.org/10.70175/workplaceculture.2026.1.1.2
Received April 14, 2026; Accepted for publication August 27, 2026; Published Early Access September 20, 2026
Title: The Influence of Perceived Organizational Support, Employee Well-Being, and Career Development
on Turnover Intention Among Zillennial Employees: The Mediating Role of Employee Engagement
Authors: Jonathan H. Westover, Utah Valley University, Future State University, Work & AI,
Catalyst Center for Work Innovation
Abstract: The retention of Zillennial employees (born 1990–2005) presents significant challenges for contemporary organizations navigating competitive labor markets. This study investigates the relationships among perceived organizational support (POS), employee well-being (EWB), career development (CD), employee engagement (EE), and turnover intention (TI) within this workforce segment in Indonesia. Grounded in social exchange theory and complemented by conservation of resources theory, this research employed a quantitative cross-sectional survey design, collecting data from 360 Zillennial employees across multiple industries. Partial least squares structural equation modeling (PLS-SEM) tested the hypothesized relationships. Results indicate that POS (β = -0.285, p < 0.001) and CD (β = -0.198, p < 0.01) demonstrate significant negative direct effects on turnover intention, while EWB shows no significant direct relationship (β = -0.082, p > 0.05). All three antecedent variables significantly predicted employee engagement, which exhibited a strong negative relationship with turnover intention (β = -0.387, p < 0.001). Mediation analyses confirmed that employee engagement fully mediates the well-being–turnover relationship and partially mediates the effects of POS and CD. The model explained 64.8% of variance in turnover intention. These findings suggest that organizations seeking to retain Zillennial talent in Indonesia should prioritize organizational support systems, career development opportunities, and engagement-fostering initiatives. This study contributes to the literature by empirically examining these integrated relationships within an understudied demographic and cultural context, while acknowledging limitations inherent in cross-sectional, self-report designs.
Keywords: perceived organizational support, employee well-being, career development, employee engagement, turnover intention, Zillennial employees, social exchange theory, Indonesia
doi.org/10.70175/workplaceculture.2026.1.1.3
Suggested Citation:
Westover, Jonathan H. (2026). The Influence of Perceived Organizational Support, Employee Well-Being, and Career Development on Turnover Intention Among Zillennial Employees: The Mediating Role of Employee Engagement. Workplace Culture: The Journal of Employee Experience, Leadership Impact, & Organizational Climate, 1(1). doi.org/10.70175/workplaceculture.2026.1.1.3
Received March 28, 2026; Accepted for publication August 21, 2026; Published Early Access September 14, 2026
Title: The Total Cost of Difficult Leaders: Calculating the Hidden Expense of Toxic Management
Authors: Jonathan H. Westover, Utah Valley University, Future State University, Work & AI,
Catalyst Center for Work Innovation
Abstract: This study examines the comprehensive organizational costs associated with destructive leadership behaviors, conceptualized as the "Total Cost of Difficult Leaders" (TCDL). Drawing from empirical data collected from 2011-2023 across 42 organizations, this research employs a mixed-methods approach to identify and quantify the financial impact of destructive leadership. Analysis reveals that problematic leadership generates substantial expenses across three domains: direct financial costs (including turnover, absenteeism, and legal exposure), operational impact costs (diminished innovation, reduced decision quality, and collaboration breakdowns), and cultural contagion costs (behavior modeling, reputation damage, and trust erosion). Longitudinal data demonstrate that the total annual cost of a single difficult leader typically ranges from 175% to over 1000% of their compensation, with a mean multiplier of 8.7x (SD = 4.3) for mid-level leaders. The study concludes with evidence-based recommendations for measurement and intervention, while acknowledging limitations regarding causality, contextual factors, and generalizability across cultures and industries.
Keywords: destructive leadership, organizational costs, turnover, absenteeism, cultural contagion, financial impact, mixed-methods, intervention, collaboration, trust erosion
doi.org/10.70175/workplaceculture.2026.1.1.4
Suggested Citation:
Westover, Jonathan H. (2026). The Total Cost of Difficult Leaders: Calculating the Hidden Expense of Toxic Management. Workplace Culture: The Journal of Employee Experience, Leadership Impact, & Organizational Climate, 1(1). doi.org/10.70175/workplaceculture.2026.1.1.4
Received April 29, 2026; Accepted for publication September 14, 2026; Published Early Access September 21, 2026
Title: Trust as the Wormhole of Organizational & Social Change: Building Bridges &
Accelerating Progress
Authors: Jonathan H. Westover, Utah Valley University, Future State University, Work & AI,
Catalyst Center for Work Innovation
Abstract: This study explores the critical role of trust as an accelerant for organizational and social change. Drawing on mixed-methods research conducted across 27 organizations, this investigation conceptualizes trust as a "wormhole" that creates pathways for change to propagate rapidly through social systems, bypassing traditional barriers of resistance and institutional inertia. The findings demonstrate significant correlations between trust levels and change implementation velocity (r = .61, p < .001), with high-trust environments showing 42% faster implementation timelines. Using structural equation modeling, the research identifies key mechanisms through which trust operates as a change catalyst, including reduced resistance, enhanced information flow, and improved decision-making efficiency. The study presents a multi-level framework for understanding trust as a change accelerant and provides evidence-based strategies for practitioners navigating complex organizational transformations. Importantly, this analysis acknowledges contextual factors that moderate the trust-change relationship, including power dynamics, cultural contexts, and organizational structures. These findings contribute to both theoretical understanding and practical approaches to leveraging trust as a strategic asset in change management.
Keywords: organizational trust, change management, trust development, organizational transformation, implementation velocity
doi.org/10.70175/humanperformance.2026.1.1.5
Suggested Citation:
Westover, Jonathan H. (2026). Trust as the Wormhole of Organizational & Social Change: Building Bridges & Accelerating Progress. Human Performance: The Journal of Excellence, Capability Development, and Organizational Effectiveness, 1(1). doi.org/10.70175/humanperformance.2026.1.1.5
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Orem, Utah, USA