How Does Pandemic Simultaneously Alleviate and Aggravate the Effects of Workplace Incivility?

The purpose of this study was to assess the impact of work stress and workplace incivility on turnover intention and work-family conflict. As well as the role of work-family conflict in mediating the relationship between work stress, workplace incivility, and turnover intention. The data was collected by distributing 573 questionnaires to nurses working in the healthcare sector in Punjab, Pakistan. The SPSS (23) statistical package was used to analyze the data, and the model was evaluated using partial least squares (Smart PLS 3.3). The findings showed that workplace stress and incivility had a direct positive effect on turnover intention. Additionally, there was a positive relationship between work stress and workplace incivility, as well as a negative relationship between work-family conflict and workplace incivility. Work-family conflict positively mediates the relationship between work stress and turnover intention, but there is no such relationship between workplace incivility and turnover intention. The results provide empirical evidence that work stress, and workplace incivility, are positively related to intent to leave the organization. Furthermore, the conceptual framework of this study can be a guide for future research on turnover intention. This study is unique, as it is the first study conducted on work stress and workplace incivility in a hospitality setting. The study responded to scholarly calls made to enrich the literature pertaining to work stress, workplace incivility, and its outcomes.

Addressing workplace violence with the Pathway to Excellence® framework.

Rude, rough, and disrespectful behavior has been experienced by most individuals every day, especially at work. These types of behaviors are categorized into workplace incivility and deviant behavior. Personality traits are one of the characteristics that tend to influence a person's behavior at work. Therefore, this study aimed to identify the relationship between personality traits and workplace incivility and deviant behavior. This study is a quantitative study, where data is collected using a three-part questionnaire which are demographics, personality inventory and workplace behavior. The study sample consisted of 97 employees of private organizations around the state of Selangor and the Federal Territory of Kuala Lumpur. Data were then analyzed using the Statistical Package for Social Sciences (SPSS) software. Pearson's correlation test and multiple regression tests were carried out to achieve the research's objectives. The results showed that there was a significant relationship between personality traits and workplace deviant behavior and incivility. The results also showed that personality traits significantly predict workplace deviant behavior and incivility. The insights gained can help organizations in hiring new employees or identifying possible causes for unwanted issues within the organization.

The purpose of this study is to investigate the causes and consequences of workplace incivility, with a focus on its positive and negative effects on workplace adaptation and incivility parameters. The selected parameters provide the effects of positive and negative forms according to the workplace incivility in selected areas of the districts. To do this, data is collected from banking staff in the Jhelum and Sohawa districts of Pakistan. The data is analyzed using a quantitative approach while the data is analyzed statistically and provides the results in tabular form. A confirmatory factor analysis is used to analyze the data using AMOS 21. Besides this, path analysis is used to investigate the connection between workplace adaptation and incivility, whereas adaptation is the basic parameter. After statistically controlling for the various demographic factors, people with a high level of negative effects and a low degree of establishing relationships with co-workers and supervisors are more likely to be uncivil. Workplace incivility can lead to decreased productivity and morale. On the other hand, workplace adaptation mitigates the effects of incivility and improves organizational performance.

This study examines the link between workplace ostracism and incivility along with the mediating role of negative emotions and moderating role of perceived organizational support.The study applies partial least squares structural equation modelling (PLS-SEM, Smart PLS-4) for data analysis of responses obtained from 315 service sector professionals in Pakistan.The results confirmed that workplace ostracism is positively linked to workplace incivility and that negative emotions mediate this relationship.Furthermore, the relationship between negative emotions and workplace incivility is moderated by perceived organizational support (POS) such that this relationship gets weaker for higher level of POS.This research enhances the literature surrounding the stressor emotion model and provides insights to organizations in formulating policies to manage workplace ostracism and incivility.

Workplace ostracism and workplace incivility are similar constructs, leading to difficulty differentiating the former from the latter. We argue that one way to differentiate workplace ostracism from workplace incivility is through the reactions of third party observers to ostracism and incivility. Drawing on the evolutionary and stigmatization framework that conceptualizes ostracism as a signal of the targets’ stigma, we expect observers of workplace ostracism to react negatively to the targets of workplace ostracism. On the other hand, as third party observers of incivility more likely perceive incivility as an injustice and causing more harm than ostracism, we argue that they react more negatively to the perpetrators of incivility than to the perpetrators of ostracism. Using a lab experiment, we demonstrate that observers react more negatively to the targets of ostracism compared to the targets of incivility, and react more negatively to the perpetrators of incivility compared to the perpetrators of ostracism. Implications for the workplace ostracism and incivility literature are discussed.

AimThe study's aim was to examine how workplace incivility and workload influence nurses' work attitudes (turnover intention, job satisfaction, and organizational commitment) using the stress–strain–outcome framework.BackgroundThere is a lack of comprehensive research on the combined effects of workplace incivility and workload on nurses' work attitudes.IntroductionTwo workplace stressors, incivility and workload, were hypothesized to lead to burnout, which in turn influences nurses’ work attitudes.MethodsA cross‐sectional, descriptive correlational study was conducted. Survey data were collected from 1,255 direct care nurses with a minimum of 6 months’ nursing experiences in 34 general hospitals across Korea. Structural equation modeling was used to test the hypothesized model. This study is reported using the STROBE checklist.ResultsAs hypothesized, both workplace incivility and workload increased burnout. Heightened burnout correlated with increased turnover intention, lowered job satisfaction, and reduced organizational commitment. While workplace incivility impacted these outcomes both directly and indirectly via its effect on burnout, workload influenced the outcomes solely through burnout.ConclusionThe study's findings are based on one, nonrandomized sample of nurses working at South Korean hospitals. Despite such study limitations, the study findings support the adverse impact of two workplace stressors on burnout and nurses’ work attitudes.Implications for nursingEvidence‐informed interventions for both workplace stressors include training programs, clear policy guidelines, open communication channels, and supportive work environments.Implications for nursing and health policyZero tolerance and equity, diversity and inclusivity policies to promote workplace civility must be enforced. Workload needs to be patient‐centered, ensuring a “fit” between patient needs and nurse staffing.

If you ask the average US citizen to describe the nursing profession, you will likely hear adjectives such as caring, nurturing, empathetic, compassionate, and selfless. However, if you ask a newly graduated nurse in a hospital setting to describe their workplace experience, you will likely hear adjectives such as degrading, mean, aggressive, rude, intimidating, and bully. The phrase "nurses eat their young," coined in 1986 by Judith Meissner,1 describes how more experienced nurses treat newly graduated nurses or nurses new to the work environment.How can nursing, one of the most respected professions in the United States, have such conflicting descriptions? According to a 2019 Gallup poll, 85% of Americans rate nurses as having high levels of honesty and ethics.2 In fact, nurses have held the top Gallup poll rating for most trusted profession for the past 18 years. Nonetheless, it is common for newly graduated nurses to experience rude, disruptive, counterproductive, and intimidating behaviors directed toward them by their nurse preceptors or fellow nursing coworkers. These negative interpersonal interactions may even come from nursing faculty and nurse leaders. There are several terms for this type of behavior: workplace bullying, lateral violence, horizontal violence, relational aggression, counterproductive work behavior, horizontal hostility, and workplace incivility, to name a few.A statewide survey conducted by Colduvell3 revealed that 85% of nurses reported being victims of horizontal hostility, typically undermining incidents that occur over time as opposed to 1 isolated conflict in the workplace. The level of incivility prompted the American Nurses Association (ANA) to revise its Code of Ethics for Nurses in 2015. Revisions to the code emphasized that "the nurse creates an ethical environment, a culture of civility and kindness, treating colleagues, co-workers, employees, students, and others with dignity and respect… includes all nurses, in all nursing relationships, in all roles and all settings."4(p18) Similarly, in 2015 The Joint Commission implemented standards requiring health care organizations to have measures in place to deal with incivility.5Workplace incivility (WI) may manifest in several forms, ranging from irritable behavior to physical violence. Here, we will concentrate on WI/lateral violence and horizontal violence as defined below: Any behaviors based on a protected characteristic such as age, race, religion, or beliefs is illegal and is required to be reported to the Human Resources department. Los Angeles County has several county-wide policies, procedures, and guidelines related to fostering dignity and professionalism in the workplace for all members of the workforce. In fact, "behavior unbecoming of a county employee … is grounds for discharge, reduction or suspension."9Workplace incivility is costly to employers. It is estimated that organizations spend approximately $300 000 a year in nurse turnover costs. One study estimated the cost for replacing a single medical/surgical registered nurse (recruitment, hiring, orientation) ranges from $62 000 to $67 000. Specialty nurse replacements are estimated at $145 000 per nurse.10 Workplace incivility can have long-lasting and profound psychological and emotional effects on victims such as patterns of absenteeism, burnout, anxiety, and depression. Victims have experienced posttraumatic disorders, with some resorting to suicide.11 Victims may feel lower self-esteem from humiliating incidents, decreased job satisfaction, intent to leave the organization, and intent to leave the nursing profession. It has been shown that there is a connection between incivility toward nurses and behaviors that may lead to compromised patient safety.12 Not only does the individual being targeted experience these effects, but coworkers who witness the behavior are negatively affected, bringing down workplace morale.Research shows that fear and anger are associated with acts of counterproductive work behavior.13 Other experts believe that WI occurs when nurses lack autonomy, accountability, and control over their practice.3 When self-destructive aggressive behaviors persist, the victim, unit, and patients are all affected. This displaced aggression is often seen in high-stress environments where nurses work long hours.3 Perpetrators are often experts in their fields, and managers may overlook previous complaints about the behavior and provide little accountability. Instances of WI may not be reported to nursing leadership because of a fear of retaliation. For this reason, bullying is often met with silence.3 In order to encourage reporting of incidents of WI, organizations must eliminate fear of intimidation or retribution and protect those who report intimidating, disruptive, and other unprofessional behaviors. To accomplish this, organizations should add nonretaliation clauses to all policy statements that address disruptive behaviors.According to a study from 2011, WI occurs when the workplace culture enables dominant individuals to pressure those who are more vulnerable.11 In order to foster a culture where harmful behavior is not accepted or tolerated, nursing leaders must address WI incidents that are reported.Incivility or aggressive behavior is difficult for researchers to study in part because of the variation in definitions of the behaviors. For this reason, the conceptualization of the WI phenomenon may be clouded. Also, the person being targeted may encounter the aggressive behaviors not only from coworkers but also from a variety of other groups such as supervisors, patients, and families/visitors as well as physicians.Another difficulty is that most studies on WI are based on subjective self-report and aggression as perceived by the victim. Few studies take into account personality differences, cultural backgrounds, and a victim's resiliency when studying WI. Resiliency is the capacity to recover quickly from difficulties.14 Coauthor Ferlie Villacorte, Clinical Nursing Director for Ambulatory Care at Los Angeles County, Harbor-UCLA Medical Center, and winner of the 2020 Richard Hader Visionary Leader Award for transformational leadership, poses the question: "when exactly does this [incivility] become bullying?" How are feelings and other personality-related factors quantified? For example, a preceptor may give direct, factual feedback that is free of feelings in a stressful situation. Depending on one's resiliency, the feedback may or may not be perceived as "rude" or "uncivil." Einarson and Skogstad15 note that personality traits may be important contributors to a victim's reactions to bullying. A nurse with high resiliency may be less likely to view WI as reportable. Some may argue that defensive or sensitive personality traits of nurses with WI claims may need to be taken into consideration. However, the majority of research seems to suggest that a personal predisposition for playing the role of the victim or bully might not exist.14A position statement on incivility, bullying, and workplace violence published by the ANA states that "Evidence-based best practices must be implemented to prevent and mitigate incivility, bullying, and workplace violence."12Visionary leaders such as Ferlie Villacorte see the potential for how a civil workplace can exist and have taken steps to create a Bully-Free workplace. Villacorte has incorporated the concept of the 4 Es at Harbor UCLA– Ambulatory Care: EDUCATE, EMPOWER, ELEVATE, and ENJOY into the workplace culture of all team members from frontline staff to nurse managers. The concepts and proposed solutions to WI are described in the Table.The buy-in and support of the leadership team is essential to setting standards and modeling true transformational leadership. Transformational leaders genuinely get to know the staff, which encourages a culture of trust and mutual respect. Villacorte regularly celebrates staff achievements and ensures that working conditions are adequate and appropriate. Expectations of civility and respect are clear, and she actually models the expectations. When staff trust their leader, the workplace becomes a pleasant and enjoyable place to be, stress is reduced, and WI becomes a thing of the past (ENJOY). Ultimately, when staff are happy, the patient is better served and has a more positive health care experience.In addition to providing WI awareness training for all staff, nurse leaders must not assume expertise in the nursing field correlates with qualities required for working with new nursing staff. Staff who are selected to work with newly graduated nurses should be willing to serve in the preceptor capacity. Nurses who are unhappy with the workplace environment will convey their sentiments to the new nurse through hostile words and actions.Preceptors should also attend a formal preceptor training program. Preceptor training programs provide information on adult learning styles, effective communication methods, the roles and responsibilities of a preceptor, Novice to Expert concepts, and role-playing activities. Strong preceptors build strong nurses. According to a study conducted by Lee et al,17 qualities of a good preceptor include being relaxed, calm, confident, nonjudgmental, caring, and patient. A study of students' perceptions of clinical teaching characteristics found that good clinical teachers provided support and encouragement, were fair and open-minded, and helped build students' self-esteem.18 Leaders should consider pairing new staff with nurse preceptors who exhibit these qualities.Many societal and health care factors (eg, the COVID-19 pandemic, financial constraints) continue to push health care workers to the limit physically and emotionally. Essential health care staff are dealing with life-and-death situations on a daily basis, which increases risk for incivility toward coworkers. It is essential that everyone practice civility in the workplace despite the personal and organizational challenges being faced. Experts agree that interventions to reduce incivility in the workplace are beneficial not only to nurses but to the organization and most importantly, the patient. A positive work environment for nurses boosts patient satisfaction and outcomes. New nurses are full of innovative ideas and bring a fresh perspective to the profession; it is important that their input is encouraged. With training and awareness, the support of leadership, and everyone's willingness to have a pleasant working environment, civility in the workplace can be achieved. When team members communicate effectively, show mutual respect, and do not tolerate WI, everyone feels valued (ENJOY). Experienced nurses in the profession influence and shape the next generation of nurses. We must ensure that the footsteps that we create are those that we would be proud for them to follow in. Let's all pledge to ban together to end WI. Let the nursing profession be known by the new mantra "We Eat Chocolate, Not Our Young."

To assess the frequency of workplace gender-based violence and incivility faced by female doctors. The analytical, cross-sectional study was conducted from June 10 to August 31, 2023, in Lahore, Pakistan, and comprised female doctors working in 1 public and 1 private medical institution in Lahore. Data was collected using a questionnaire. Workplace incivility and various demographic factors were compared. Data was analysed using SPSS 21. Of the 200 subjects, 138(69%) were from the private sector and 62(31%) were from the public sector. The majority was aged <30 years 95(47.5%). Some form of workplace violence was faced by 86(43%) doctors; psychological violence by 58(29%), verbal 56(28%), digital harassment 11(5.5%) and physical violence 2(1%). Supervisor incivility was faced by 94(47%) respondents, while 87(43.5%) faced co-worker incivility over the preceding year. Supervisor incivility was significantly higher in private institutions and those having income less than Rs100,000 per month (p<0.05). Workplace gender-based violence and incivility faced by working female doctors was found to be high. The most common forms faced were psychological and verbal violence. Supervisor incivility faced by female doctors at workplace was significantly higher in private institutions and those having monthly income less than Rs100,000.

The aim of this study was to examine the relationship between workplace incivility and the turnover intention in nurses. Studies assessing the association between nurses' turnover intention and workplace incivility are limited. The research was carried out on a total of 250 nurses working in three private hospitals in Antalya, Turkey. The data were collected using a Demographic Questionnaire, the Workplace Incivility Scale and the Turnover Intention Scale. The mean workplace incivility scores of the nurses were determined to be 6.68 ± 7.96. The mean turnover intention scores of the nurses were 6.38 ± 3.44. A statistically significant positive relationship was found between workplace incivility scores and turnover intention scores (r = 0.632, p = 0.0001). The linear regression model showed that workplace incivility, working in the emergency or intensive care unit, and dissatisfaction with the current institution were independent factors of turnover intention. The results of the study demonstrated a significant relationship between workplace incivility and turnover intention in nurses. Nurses who are less exposed to workplace incivility were seen to have a lower turnover intention. Simple measures that organisations may take to reduce workplace incivility may increase nurses' workplace satisfaction, reduce turnover intention and enable them to work more efficiently. It would be useful for nursing managers to lead initiatives in institutions to reduce workplace incivility and improve the culture of civility.

Purpose Drawing on social exchange theory and social identity theory, this paper aims to examine the impact of spiritual leadership on unethical pro-organisational behaviour (UPB) facilitated by high-tech devices in workplace environments. This investigation examined various contributing factors, including workplace spirituality and incivility, while also exploring the moderating role of employees’ moral courage. Design/methodology/approach To achieve this objective, data were collected from 400 employees in Pakistan’s hospitality and tourism industry using a purposive sampling method. The data were gathered through the administration of structured questionnaires. Partial least squares structural equation modelling (PLS-SEM) was used to analyse the data. Findings The findings indicated that perceived spiritual leadership plays a role in preventing hospitality employees from engaging in unethical practices in a work environment. While spiritual leadership enhances spirituality and reduces incivility in the hospitality sector, workplace incivility acts as a mediator in the relationship between spiritual leadership and UPB. Moreover, spiritual leadership enhances workplace spirituality, thereby mitigating the occurrence of workplace burnout. In addition, the results suggest that moral courage reduces UPB among hospitality employees by fostering workplace spirituality and reducing workplace incivility. Practical implications Due to the morally challenging environments they navigate, employees in the tourism and hospitality sectors frequently encounter significant ethical dilemmas. Often, employees use high-tech devices to report unethical behaviour to their employers, a scenario that constitutes UPB. Originality/value Spiritual leadership is adopted to address workplace incivility and unethical behaviour. Similarly, moral courage helps recognise employees as more accountable individuals by reducing their UPB.

The aim of this study was to examine the influence of empowering work conditions and workplace incivility on nurses' experiences of burnout and important nurse retention factors identified in the literature. A major cause of turnover among nurses is related to unsatisfying workplaces. Recently, there have been numerous anecdotal reports of uncivil behaviour in health care settings. We examined the impact of workplace empowerment, supervisor and coworker incivility, and burnout on three employee retention outcomes: job satisfaction, organizational commitment, and turnover intentions in a sample of 612 Canadian staff nurses. Hierarchical multiple linear regression analyses revealed that empowerment, workplace incivility, and burnout explained significant variance in all three retention factors: job satisfaction (R(2) = 0.46), organizational commitment (R(2) = 0.29) and turnover intentions (R(2) = 0.28). Empowerment, supervisor incivility, and cynicism most strongly predicted job dissatisfaction and low commitment (P < 0.001), whereas emotional exhaustion, cynicism, and supervisor incivility most strongly predicted turnover intentions. In our study, nurses' perceptions of empowerment, supervisor incivility, and cynicism were strongly related to job satisfaction, organizational commitment, and turnover intentions. Managerial strategies that empower nurses for professional practice may be helpful in preventing workplace incivility, and ultimately, burnout.

The present scholarly investigation, in the purview of theoretical underpinnings of Social Exchange Theory, explains the connection between workplace ostracism and workplace incivility with mediation of negative emotions and moderation of narcissism and perceived organizational support (POS) among Higher Education Faculty. Using partial least squares structural equation modelling (PLS-SEM) facilitated by Smart PLS-4 software; the study examined 515 responses from academic professionals within higher education sector of Pakistan while collecting responses in two waves with a two-month gap. Findings substantiate a positive link between workplace ostracism and incivility with mediation of negative emotions on the highlighted relationship. Moreover, the relationship is moderated by narcissism in way that it strengthens for individuals with higher levels of narcissism. Also, POS moderates the relationship between negative emotions and incivility in a way that the relationship gets weaker for higher level of POS. Interplay between workplace ostracism and incivility with mediation of negative emotions and moderating influences of narcissism and POS, has not been investigated in prior research. This study adds to the literature on Social Exchange Theory and provides significant insights to organizations, especially higher education sector, in formulating policies to manage the issues related to workplace ostracism and incivility. Furthermore, the study also highlights the importance of POS.

Objective - The objective of the investigation was to examine the correlation between workplace incivility and employees' viewpoints by intention to quit and to investigate if gender buffers the link and the variations in workplace incivility tolerance between female and male civil servants. Methodology/Technique – The study respondents were comprised of 375 civil servants that filled out a self-administrated survey. Hypothesis testing uses the SmartPLS version 3.3,7. Finding – The outcomes showed that workplace incivility was significantly correlated to the intention to quit, and gender is not supported as a moderator of the incivility-intention to quit correlation. Conclusively, there was a substantial difference in workplace incivility between men and women. Surprisingly, men sensed even more extreme degrees of workplace incivility than women. Novelty – This study might be worthwhile evidence that workplace incivility has a positive effect on the intention to quit among civil servants, and the relationship was not moderated by gender. The higher civil servants perceived workplace incivility the higher the intent to quit the organization. The study might be worthwhile evidence for administrators to pinpoint, avert, avoid, avert and manage negative attitudes in the work environment more efficiently. Type of Paper: Empirical JEL Classification: M12, M19. Keywords: Workplace Incivility; Gender; Intention To Quit, Civil Servant Reference to this paper should be referred to as follows: Gadi, P.D.; Rena, M.N.; Ngyak, G.N. (2022). Workplace incivility and intention to quit among Civil Servants. The moderating role of gender, GATR-Global J. Bus. Soc. Sci. Review, 10(2), 104–113. https://doi.org/10.35609/gjbssr.2022.10.2(4)

The purpose of this qualitative, phenomenological study was to explore the essence of the lived experiences of individuals who self-identified as having experienced workplace incivility in corporate settings and to understand how their experiences affected them on personal and professional levels. This research gained not only the perspective of those individuals who self-identified as being on the receiving end of workplace incivility, known as "targets, but also those who initiated incivility in the workplace-individuals known as "instigators"-and those who were spectators to incivility being done to others, called "observers." Prior research shows over the last couple of decades, workplace incivility has increased and continues to worsen (Pearson &amp; Porath, 2005) with nearly all employees having indicated they have been on the receiving end of incivility and or having directly witnessed it (Porath &amp; Pearson, 2010). Of the 15 individuals who participated in this research, 12 were female and three were male. The participants worked in the Human Resources field in diverse organizations and in various locations throughout Northern California. Three research questions guided this research study: (a) What workplace incivility behaviors do employees experience in organizations? (b) How do employees respond to various forms of workplace incivility? and (c) What are the antecedents and consequences of workplace incivility? The findings identified that (a) workplace incivility continues to thrive in the work environment, (b) workplace incivility has negative consequences, (c) responses to workplace incivility by organizations can vary, and (d) Human Resources employees many times have no one to turn to when they find themselves as targets. More research is needed to determine how best to make organizations aware that workplace incivility is alive and thriving and can have detrimental effects not only upon the organization, but its employees. In addition, companies need to be trained on how best to deal with workplace incivility and implement strategies to best address the phenomenon. Lastly, further research is warranted to determine if emotional intelligence can help organizations, in particular leaders, effectively deal with workplace incivility.