Do you feel betrayed? Exploring the impact of workplace-induced loneliness on interactions with varied social structures

Abstract

Background

Workplace loneliness is an escalating concern, affecting employee well-being and productivity. Understanding its impact on social interactions and decision-making within professional settings is crucial for developing effective interventions.

Objective

This study aims to explore how workplace-induced loneliness influences individuals’ interactions with social groups, individuals, and computer programs, and to assess the behavioral, cognitive, and emotional outcomes of these interactions. To explain these observed phenomena, the Workplace Loneliness-Driven Social Response (WL-SR) model is proposed.

Methods

A dark factory decision-making experiment was designed and conducted, where participants underwent loneliness induction before engaging in tasks that required interactions with different social structures. The study measured changes in trust, emotional responses, neural activities, and decision-making processes to evaluate the impact of loneliness.

Results

The findings indicate that loneliness significantly increases distrust and dishonesty in interactions with social groups, leading to higher dissatisfaction and negative emotional responses. Conversely, interactions with a social individual were marked by increased reliability and more positive attributions, which mitigated feelings of loneliness. The WL-SR model, integrating stress-related fight-or-flight and tend-and-befriend responses, elucidates these outcomes.

Conclusions

This study reveals how workplace loneliness affects trust and social interactions in professional settings. It highlights the negative impact on group interactions and the potential for individual interactions to reduce loneliness. The findings contribute to the understanding of how human psychology interacts with digital communication in the workplace, emphasizing the role of computers in mediating responses to loneliness.