Selective incivility: an insidious form of discrimination in organizations

To complain or not to complain: Management responses as a moderator in the relationship between workplace incivility and workplace outcomes among Australia and singaporean targets

Workplace incivility is a challenging global occupational risk that is frequently considered trivial by managers and organizations. Often, complaints from targets are ignored; when this occurs, complaints can quickly escalate into formal grievances that cost businesses millions of dollars. While existing studies have uncovered cultural and gendered differences in how targets and organizations respond to workplace incivility, few cross-cultural studies have empirically examined how targets and organizations react to formal complaints. This study responds to this gap by using selective incivility, the transactional stress model, and national/cultural theories to conduct a multifaceted analysis of the underlying mechanisms responsible for targets' organizational outcomes. Specifically, we tested a moderated model with 303 Australian (152 males and 151 females) and 304 Singaporean (154 males and 150 females) employees working in multinational organizations to determine whether the degree to which organizations took incivility complaints seriously moderated the organizational outcomes of work withdrawal and work satisfaction. Overall, the results indicated that, compared to Singaporean employees and Australian female employees, Australian male employees were less tolerant of being mistreated and continued to experience heightened job dissatisfaction and withdrawal even when their complaints were taken seriously by their organization. These results suggest that complex gendered and cultural differences influence the impact of incivility complaints on work-related outcomes.

‘Well, actually’: investigating mansplaining in the modern workplace

This mixed-method investigation examines the nature, prevalence, and correlates of mansplaining in modern workplaces. In Study 1, we scrape Twitter and conduct a thematic analysis of 2,312 tweets. These findings ground a comprehensive definition of mansplaining and propose six items for measurement. In Study 2, we quantitatively investigate mansplaining experiences at work (n = 499), finding that almost every participant had experienced mansplaining in the previous year. Expected gender differences emerged among mansplaining perpetrators and targets, yet men were not the only perpetrators, nor were women the only targets. Confirmatory factor analysis results support the possibility that mansplaining is a second factor of incivility. Further, mansplaining predicted significant variance in outcomes such as job satisfaction and turnover intentions above and beyond incivility. This research underscores that mansplaining is more than a social media phenomenon. Rather, it is a form of gendered mistreatment with implications for scholars and practitioners alike.

Current Approaches, Typologies and Predictors of Deviant Work Behaviors: A Scoping Review of Reviews

This study provides a scoping review of the recent conceptual developments about the deviant work behavior and counterproductive work behavior constructs. It also examines the specific types of deviant work behavior that have been more consistently investigated in the last decade, and whether they cover the interpersonal or organizational type of deviant behavior. In addition, individual, group, and organizational predictors of deviant work behaviors are examined. A scoping review of reviews was conducted on Scopus and Web of Science databases and 54 studies published from 2010 to June 2021 were taken into account. Results show that more recent conceptualizations are based on well established models in the literature and consider the hierarchical structure of these two constructs. Recent reviews examine the relationships of deviant work behavior with job performance and ethical behavior constructs, the multilevel nature of deviant work behavior, and the consequences for the actor of the deviance. The specific types of deviant work behavior more frequently reviewed in the last decade are workplace abuse, incivility, ostracism, bullying and sexual harassment, and abusive and destructive leadership; this evidence suggests a much greater attention to interpersonal, rather than organizational, forms of deviant work behavior. Regarding antecedents, results show the continuing prevalence of personality factors antecedents. Limitations of the study and theoretical and practical implications for the field are also provided.

Incidence and impact of incivility in paramedicine: a qualitative study

BACKGROUND

Incivility or rudeness is a form of interpersonal aggression. Studies suggest that up to 90% of healthcare staff encounter incivility at work with it being considered 'part of the job'.

METHODS

Qualitative, in-depth, semistructured interviews (n=14) undertaken between June and December 2019. Purposive sampling was used to identify front-line paramedics working for one NHS Ambulance Trust. Interviews lasted between 16 and 45 min, were audiorecorded, verbatim transcribed and analysed using thematic analysis.

RESULTS

Four themes were identified: paramedics reported a lack of respect displayed both verbally and non-verbally from other professional groups. The general public and interdisciplinary colleagues alike have unrealistic expectations of the role of a paramedic. In order to deal with incivility paramedics often reported taking the path of least resistance which impacts on ways of working and shapes subsequent clinical decision-making, potentially threatening best practice. Finally paramedics report using coping strategies to support well-being at work. They report that a single episode of incivility is easier to deal with but subsequent episodes compound the first.

CONCLUSIONS

This study highlights the effect incivility can have on operational paramedics. Incivility from the general public and other health professionals alike can have a cumulative effect impacting on well-being and clinical decision-making.