Developing Policies About Uncivil Workplace Behavior

Making Sense of Supervisory Bullying: Perceived Powerlessness, Empowered Possibilities

“…Communication researchers have examined aspects of adult bullying that include the challenges it presents for communication scholars (Pörhölä, Karhunen, & Rainivaara, 2006), U.S. prevalence and effect on witnesses (Lutgen-Sandvik et al, 2007), resistance to abuse (Lutgen-Sandvik, 2006), antibullying policy development (Bandow & Hunter, 2008;Hatcher & McCarthy, 2002), identity work after bullying (Lutgen-Sandvik, 2008), silencing effects of employee abuse (Lutgen-Sandvik, 2003), and the emotions bullying evokes (Tracy, LutgenSandvik, & Alberts, 2006). These and other works have alluded to target sensemaking (D. Lewis, 2003; S. E. Lewis & Orford, 2005) but few have explicitly examined sensemaking foci or how such foci might constitute the phenomenon in disempowering ways for those targeted.…”

Thinking About Workplace Engagement

“…In a health care study, Hutton and Gates (2008) found too that supervisor incivility directed toward direct care staff was costly, in that such behavior cost US$1,235 per nursing assistant and US$1,484 per registered nurse in lost productivity. Furthermore, evidence suggests that, left unchecked, incivility can result in costly legal actions against organizations (Bandow & Hunter, 2008). Incivility has also been linked to workplace aggression (e.g., bullying) and physical violence as seemingly minor, disparate uncivil acts can spiral into “tit-for-tat” exchanges that can have disastrous consequences (Andersson & Pearson, 1999).…”

Friends and Enemies in Organizations

“…An organization must communicate a common centre (Arnett, 1986;) that organizes and guides efforts of employees at all levels, putting in place clear expectations for organizational interpersonal interaction (Pearson et al, 2000, p. 133). Bandow and Hunter (2008), for example, report that PepsiCo defines uncivil behaviour as 'lying about another employee, forcing an employee do something illegal or against policy, applying pressure with unnecessary language, and disrespecting co-workers in any form or fashion' (p. 104). These specific behaviours provide public guidelines to assess conduct and reinforce an organizational mission devoted to the dignity of all workers and prevention of uncivil behaviour.…”