Effect of organizational dehumanization on work procrastination behavior: the role of work alienation and mindfulness

Purpose Drawing on the conservation of resources (COR) theory, this paper explores how organizational dehumanization impacts work procrastination behavior, mediated by work alienation. Additionally, mindfulness is proposed as a moderator in this indirect relationship, potentially mitigating the negative effects of organizational dehumanization on work procrastination behavior. Design/methodology/approach Data from 336 garment employees were collected in two waves and analyzed using AMOS and the PROCESS macro. Findings This study reveals that organizational dehumanization influences employees’ work procrastination behavior. Furthermore, work alienation mediates this relationship and mindfulness moderates the link between dehumanization and alienation, particularly when mindfulness is low. Practical implications Garment managers should address sources of dehumanization to reduce work procrastination and enhance productivity. Originality/value The study introduces work procrastination and work alienation as the consequences of organizational dehumanization, with mindfulness as a coping strategy.