On the nature, consequences and remedies of workplace incivility: No time for “nice”? Think again

Pearson, Christine M.; Porath, Christine L.

doi:10.5465/ame.2005.15841946

Cited by 413 publications

(533 citation statements)

References 11 publications

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“…Pearson and Porath (2005) found that mistreated employees often missed work to avoid the bully before finally leaving the organization altogether. Berthelsen et al (2011) found that exposure to bullying behavior over a 1-year time frame was significantly related to a change in employment and increased sick time 1 year later.…”

Section: Influence Of Workplace Bullying and Burnout On Job And Careementioning

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

192

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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Section: Influence Of Workplace Bullying and Burnout On Job And Careementioning

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

192

154

View full text Add to dashboard Cite

show abstract

“…Destructive or negative workplace communication is recognised to be a problem both in the NHS and other organisations [1][2][3][4] and has attracted concern following recent care scandals such as Mid Staffordshire and Morecombe Bay. 5,6 Negative workplace behaviours encompass a broad spectrum and most of the research on negative communication between doctors has analysed bullying or undermining as a discrete subset.…”

Section: Introductionmentioning

confidence: 99%

Sticks and stones: investigating rude, dismissive and aggressive communication between doctors

Bradley

Liddle

Shaw³

et al. 2015

Clinical Medicine

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Destructive communication is a problem within the NHS; however previous research has focused on bullying. Rude, dismissive and aggressive (RDA) communication between doctors is a more widespread problem and underinvestigated. We conducted a mixed method study combining a survey and focus groups to describe the extent of RDA communication between doctors, its context and subsequent impact. In total, 606 doctors were surveyed across three teaching hospitals in England. Two structured focus groups were held with doctors at one teaching hospital. 31% of doctors described being subject to RDA communication multiple times per week or more often, with junior and registrar doctors affected twice as often as consultants. Rudeness was more commonly experienced from specific specialties: radiology, general surgery, neurosurgery and cardiology. 40% of respondents described that RDA moderately or severely affected their working day. The context for RDA communication was described in five themes: workload, lack of support, patient safety, hierarchy and culture. Impact of RDA communication was described as personal, including emotional distress and substance abuse, and professional, including demotivation. RDA communication between doctors is a widespread and damaging behaviour, occurring in contexts common in healthcare. Recognition of the impact on doctors and potentially patients is key to change.

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“…and public denigration are common among the complaints of psychological harassment filed at the Commission des normes du travail. The situation seems to be similar in the United States, where, according to research by Pearson and Porath (2005), 20% of workers surveyed said they are the target of rude remarks at least once a week. The respect of others is a value which is losing ground, and individualism often justifies any remark when a person wishes to reach his or her ends.…”

Section: Vwa (Victorian Workcover Authoritymentioning

confidence: 87%

“…ex., parole, attitude et comportement), donc difficile à détecter, qui outrepasse les normes de savoir-vivre et de respect mutuel. De nombreux chercheurs (Andersson et Pearson, 1999;Kelley, 1998;Pearson, Andersson et Porath, 2000;Pearson, Andersson, et Wegner, 2001;Pearson et Porath, 2005) constatent une augmentation des incivilités au travail qui est de plus en plus préoccupante, car ces manques de respect ont un impact non seulement sur les personnes, mais aussi sur la productivité, la performance, la motivation, la créativité et la collaboration (Johnson et Indvik, 2001). Par ailleurs, l'incivilité est souvent une composante d'un conflit qui monte en spirale, et qui peut aboutir au harcèlement psychologique ou à une détresse psychologique.…”

Section: Les Propos Et Les Gestes Vexatoiresunclassified

Porter plainte pour harcèlement psychologique au travail

Brun

Kedl

2007

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Cet article brosse un portrait des plaintes écrites déposées à la Commission des normes du travail du Québec entre le 1er juin 2004 et le 30 avril 2005. Au total, 236 plaintes de harcèlement psychologique au travail ont constitué le corpus d’analyse. Les principaux résultats montrent que parmi l’ensemble des cas analysés, 63 % des plaignants sont des femmes. Près de 95 % des plaignants ont avancé avoir subi du harcèlement à caractère répétitif. Les cinq premiers motifs de plainte sont les propos et les gestes vexatoires, les atteintes aux conditions de travail, la menace de congédiement, la mise en échec de la personne et l’isolement. Par ailleurs, ce sont généralement les gestionnaires qui sont désignés comme personnes mises en cause. À la lumière de ces résultats, il est important que les organisations se dotent de systèmes de veille pour détecter les cas et d’outils de gestion pour désamorcer les situations qui comportent un potentiel de harcèlement psychologique.

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On the nature, consequences and remedies of workplace incivility: No time for “nice”? Think again

Cited by 413 publications

References 11 publications

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

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

Sticks and stones: investigating rude, dismissive and aggressive communication between doctors

Porter plainte pour harcèlement psychologique au travail

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