The workplace has become an important social context that cannot be ignored as today’s nature of work requires employees to spend a great amount of time with other organizational members. Although there are numerous advantages of working in teams and with many organizational members, interpersonal relationships are not always positive within organizations. Recently, Robinson et al. (2013) mentioned that workplace ostracism has become an organizational concern because of frequency and its negative impact. Research has found workplace ostracism to be related to workplace behaviors such as job withdrawal, aggression, and interpersonal conflict (e.g., Chung, 2015; Ferris et al., 2008; O’Reilly and Robinson, 2009). Ostracism can significantly affect workplace behaviors such as performance due to the importance of satisfaction needs and the need for self-regulation (e.g., Armeli, Eisenberger, Fasolo, & Lynch, 1998; Cropanzano & Mitchell, 2005; Kozlowski & Bell, 2006). Although there are numerous studies that have investigated the direct effects of workplace ostracism, there are only a few studies that have examined the underlying mechanisms associating workplace ostracism and behavioral outcomes. Currently, there are less than 10 studies that have investigated mediating variables for the relationships. For example, coworker conflict was found to mediate the relationships between workplace ostracism and in-role behavior and organizational citizenship behavior (Chung, 2015), envy was reported to associate workplace ostracism and organizational citizenship behavior (Scott et al., 2015), and person-organization fit was found to mediate the relationships between workplace ostracism and deviant behavior and organizational citizenship behavior (Chung, in press).