The impact of civility interventions on employee social behavior, distress, and attitudes.

Abstract

Although incivility has been identified as an important issue in workplaces, little research has focused on reducing incivility and improving employee outcomes. Health care workers (N = 1,173, Time 1; N = 907, Time 2) working in 41 units completed a survey of social relationships, burnout, turnover intention, attitudes, and management trust before and after a 6-month intervention, CREW (Civility, Respect, and Engagement at Work). Most measures significantly improved for the 8 intervention units, and these improvements were significantly greater than changes in the 33 contrast units. Specifically, significant interactions indicating greater improvements in the intervention groups than in the contrast groups were found for coworker civility, supervisor incivility, respect, cynicism, job satisfaction, management trust, and absences. Improvements in civility mediated improvements in attitudes. The results suggest that this employee-based civility intervention can improve collegiality and enhance health care provider outcomes.

Incivility is (not) the very essence of love: Passion for work and incivility instigation.

“…The process is also vulnerable to changes in social relationships at work and thus might change over time in response to different relationships (Leiter et al, 2011;Meier & Spector, 2013).…”

“…Furthermore, we address the underlying assumption of incivility as part of a process that might change over time in response to different relationships, such as passion for work (e.g. Leiter et al, 2011;Meier & Spector, 2013). We argue that certain passions might relate to an increase in instigations as identitythreatening situations take their toll and require increased efforts to restore feelings of social status and self-esteem.…”

“…Liu et al, 2009;Taylor & Kluemper, 2012). Finally, we conduct this research longitudinally, as theory suggests that incivility might escalate or decrease in response to certain antecedents and conditions (Leiter, Laschinger, Day, & Oore, 2011;Porath & Pearson, 2010).…”

Expectations and desires of palliative health care personnel concerning their future work culture

“…The respondents wish for a work culture closer to the "Norwegian Norm," and they seem to be engaged concerning the positive qualities that promote a constructive work culture, with high scores on caring (N1), creativity (N2), engagement (S1), and empathy (S2) and low scores on ruling (C1), assertiveness (O2), acceptance (D2), and resignation (W1). This is important because a positive social working environment plays an important role in alleviating burnout [8] . With higher scores on both the vectors in the synergy dimension, the respondents in this study wish for a work culture with engagement and constructive goal-oriented behavior.…”

“…Earlier research has shown that work unit climate is associated with empowerment [7] , and that a positive social working environment plays an important role in reducing burnout [8] . In managing the cultural diversity exhibited in health care for active fit and synergy, the issues of power and legitimacy may be important [9] .…”