Introduction: In recent years, phubbing in workplace contexts has gained increasing scholarly attention; however, research remains fragmented due to limited theoretical integration. To address this gap, a systematic review and meta-analysis of quantitative research examining phubbing within organizational contexts was
undertaken. The analysis distinguishes between perceived phubbing and enacted phubbing and explores their associations with a range of organizational and psychological variables.
Method: The review included 21 studies encompassing 8,485 employees from diverse occupational sectors. The meta-analysis revealed significant associations between perceived phubbing and key organizational and psychological outcomes, including leadership dimensions, productivity, work engagement, and employee well-being. Additionally, recurrent theoretical and methodological limitations were identified, underscoring the necessity for further investigation into specific organizational contexts and the underlying mechanisms at play.
Purpose: In light of the evidence emerging from the meta-analysis and the gaps discerned in the existing literature, a cross-sectional study was undertaken to investigate the phenomenon of boss phubbing within the public sector. The study aimed to investigate the relationship between boss phubbing and burnout, as well as the moderating roles of team cohesion and team identification in this association.
Results: Based on a sample of 257 public sector employees and data collected via standardized self-report questionnaires, the study found that boss phubbing is significantly associated with higher levels of burnout. Moreover, team cohesion and team identification were found to attenuate this relationship, suggesting that
these team-level characteristics may mitigate the adverse effects of perceived boss phubbing on employees' mental health.
Conclusion: By integrating meta-analytic and empirical evidence, the present study provides a more nuanced understanding of phubbing within organizational contexts, highlighting both the detrimental impact of perceived phubbing on employee well-being and the buffering effect of strong team cohesion and team identification. The study also addresses its limitations and outlines key theoretical and practical implications for management.