Assessing and attacking workplace incivility

Pearson, Christine M.; Andersson, Lynne; Porath, Christine L.

doi:10.1016/s0090-2616(00)00019-x

Cited by 505 publications

(625 citation statements)

References 1 publication

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“…This and other research suggests that such oversight can carry substantial costs, potentially fostering employee distraction and discontentment, job accidents, overuse of sick leave, work team conflict, productivity decline, and turnover (Cortina et al, 2002;Pearson et al, 2000Pearson et al, , 2001. Such outcomes appear to extend beyond direct targets of uncivil conduct.…”

Section: Practical Implicationsmentioning

confidence: 90%

“…We thus see job satisfaction as a key mediator of the process by which incivility drives an employee out of an organization. Supporting these arguments, Pearson and colleagues (Pearson, Andersson, & Porath, 2000;Pearson, Andersson, & Wegner, 2001) found that targets of incivility often experienced negative affective and cognitive reactions at work (e.g., worrying about future interactions with the instigator), and many eventually quit their jobs. Initial data from Cortina et al (2001Cortina et al ( , 2002 also showed direct links between incivility experiences and lower job satisfaction.…”

Section: Work Outcomesmentioning

confidence: 99%

“…In a qualitative study, Pearson et al (2000Pearson et al ( , 2001 found that personnel commonly reported negative psychological reactions to uncivil incidents, such as being "depressed" and "hurt." Due to the ambiguity of intent and uncertainty about what might follow, they reported that the impact could last for years after the uncivil event occurred.…”

Section: Mental and Physical Health Outcomesmentioning

confidence: 99%

See 2 more Smart Citations

Personal and workgroup incivility: Impact on work and health outcomes.

Lim

Cortina

Magley

2008

Journal of Applied Psychology

671

668

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This article develops a theoretical model of the impact of workplace incivility on employees' occupational and psychological well-being. In Study 1, the authors tested the model on 1,158 employees, finding that satisfaction with work and supervisors, as well as mental health, partially mediated effects of personal incivility on turnover intentions and physical health; this process did not vary by gender. Study 2 crossvalidated and extended these results on an independent sample of 271 employees, showing negative effects of workgroup incivility that emerged over and above the impact of personal incivility. In both studies, all results held while controlling for general job stress. Implications for organizational science and practice are discussed.

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Section: Practical Implicationsmentioning

confidence: 90%

Section: Work Outcomesmentioning

confidence: 99%

Section: Mental and Physical Health Outcomesmentioning

confidence: 99%

See 1 more Smart Citation

Personal and workgroup incivility: Impact on work and health outcomes.

Lim

Cortina

Magley

2008

Journal of Applied Psychology

671

668

View full text Add to dashboard Cite

show abstract

“…When bullying is allowed to continue this behavior becomes normalized in the workplace, leading others to engage in similar behaviors (Pearson, Andersson, & Porath, 2000). Unfortunately bullying is often dismissed or ignored by leaders who are not equipped to handle the situation effectively (Salin, 2003), and when left unchecked, bullying may escalate.…”

Section: Turnover Intent In New Nursesmentioning

confidence: 99%

A time-lagged analysis of the effect of authentic leadership on workplace bullying, burnout, and occupational turnover intentions

Laschinger

Fida

2013

European Journal of Work and Organizational Psychology

200

154

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Destructive interpersonal experiences at work result in negative feelings among employees and negative work outcomes. Understanding the mechanisms through which bullying can lead to burnout and subsequent turnover is important for preventing and managing this problem. Leaders play a key role in shaping positive work environments by discouraging negative interpersonal experiences and behaviours. The aim of this study is twofold. Specifically we aim to examine the relationship between authentic leadership and new graduate nurses experiences of workplace bullying and burnout over a 1-year timeframe in Canadian healthcare settings. Furthermore we aim to examine the process from workplace bullying to subsequent burnout dimensions, and to job and career turnover intentions. Results of structural equation models on new graduate nurses working in acute care settings in Ontario (N = 205) provide support for the hypothesized model linking supervisor's authentic leadership, subsequent work-related bullying, and burnout, and these in turn to job and career turnover intentions. Thus, the more leaders were perceived to be authentic the less likely nurses' were to experience subsequent work-related bullying and burnout and to want to leave their job and profession. The results highlight the important role of leadership in preventing negative employee and organizational outcomes. © 2013 Copyright Taylor & Francis

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“…With respect to the frequency of uncivil acts, a number of studies (Cortina, Magley, Williams, & Langhout, 2001;Holm, Torkelson, & Backstrom, 2015;Pearson, Andersson, & Porath, 2000;Reio & Sanders-Reio, 2011;Torkelson, 2016) point to the prevalence of incivility in the workplace. The 2016 Civility in America Survey of 1,126 adults study lends additional evidence to this perception indicating that 34% of Americans have experienced workplace incivility in their current or previous job.…”

mentioning

confidence: 99%