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

By Christine M. Pearson, Christine L. Porath. 2005

687 citations recorded by the source corpus.

Subfields: Information Systems and Management, Radiological and Ultrasound Technology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/21c2c39f0942decb1d424d65402af0c2ce56c241

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Information Systems and Management

1. Shannon G. Taylor
2. G. Ekvall
3. S. Isaksen
4. Thomas G. Reio Jr.
5. Rajashi Ghosh
6. H. Bang
7. Rachel L. Morrison
8. Ayomikun Idowu

In Radiological and Ultrasound Technology

1. Thomas G. Reio Jr.
2. Barbara Griffin
3. Shannon G. Taylor
4. G. Ekvall
5. S. Isaksen
6. Rajashi Ghosh
7. Christine L. Porath
8. V. Magley

In Sociology and Political Science

1. A. Erez
2. Christine L. Porath
3. Marie S. Mitchell
4. Barbara Griffin
5. Shannon G. Taylor
6. S. Restubog
7. Thomas G. Reio Jr.
8. V. Magley

Citations in the corpus

• When Does Ethical Leadership Affect Workplace Incivility?: The Moderating Role of Follower Personality (2014, background): “In educational settings, like other professional contexts, various organizational pressures have increased the potential for incivility in the workplace (e.g., Pearson & Porath, 2005; Twale & DeLuca, 2008).”
• Negative relationships in the workplace: Associations with organisational commitment, cohesion, job satisfaction and intention to turnover (2008, background): “330 JOURNAL OF MANAGEMENT & ORGANIZATION Volume 14, Issue 4, September 2008 R ecent research has suggested that relation-ships characterised by rude and uncivil behaviour may be becoming increasingly common in the workplace (Pearson & Porath 2003).”
• Trust, Connectivity, and Thriving: Implications for Innovative Behaviors at Work (2009, background): “People who experience mistrust and disrespect report psychological distress (Cortina, Magley, Williams, & Langhout, 2001) and negative emotional effects (Pearson & Porath, 2005).”
• How, When, and Why Bad Apples Spoil the Barrel: Negative Group Members and Dysfunctional Groups (2006, background): “Pearson and Porath (2005) document that 20% of the workers they interviewed report that they reduced their rate of work as a result of incivility and 10% said they deliberately cut back the amount of time they spent at work.”
• Assessing Workgroup Norms for Civility: The Development of the Civility Norms Questionnaire-Brief (2012, background): “…coworkers whereas ambiguity of intent refers to the inability of the target, bystanders, CIVILITY NORMS QUESTIONNAIRE-BRIEF 6 or perpetrator to judge whether harm was intended (Andersson & Pearson, 1999; Cortina, Magley, Williams, & Langhout, 2001; Pearson et al. 2000; Pearson & Porath, 2005).”
• Respect in Organizations: Feeling Valued as “We” and “Me” (2017, background): “Behaviors toward those who are disrespected in organizations tend to violate the norms of civility and are characterized by “rudeness and disregard” (Pearson & Porath, 2005: 8).”
• Picking Up the Gauntlet: How Individuals Respond to Status Challenges (2008, background): “…in modern social life (e.g., Kanter, 1977) and the prevalence of such workplace incivility (Cortina, Magley, Williams, & Langhout, 2001; Pearson, Andersson, & Porath, 2000; Pearson & Porath, 2005), uncivil behavior is one of the most likely forms of status challenge that may be encountered.”
• Reducing turnover intent: supervisor and co-worker incivility and socialization-related learning (2013, methodology): “…States and Canada reported approximately one in eight of the respondents quitting their jobs to escape a troublesome uncivil workplace situation (Pearson and Porath 2005), and a recent study in Denmark found the risk of turnover to be three times higher among the frequently bullied and 1.6…”
• The Mediating Role of Emotional Exhaustion and Job Satisfaction on the Relationship Between Job Demands and Instigated Workplace Incivility (2018, background): “Noticeable detrimental effects of workplace incivility have created a need to understand how it occurs and as aptly put by Pearson and Porath (2005), “Where incivility thrives, targets suffer and organizations lose” (p. 16).”
• Effectiveness of Performance Appraisal System and its Effect on Employee Motivation (2017, background): “While employee recognition as facilitated by performance appraisals is largely considered as a motivating factor, a number of studies that are based on social comparison theory also suggest that recognition can result into negative effects (Pearson & Porath, 2005).”
• Linking workplace incivility to citizenship performance: The combined effects of affective commitment and conscientiousness (2012, background): “Indeed, individuals may vary in their beliefs about the appropriateness of negative reciprocity or in their ability to otherwise reciprocate (Mitchell & Ambrose, 2007; Pearson & Porath, 2004, 2005).”
• Witnessing Incivility Among Employees: Effects on Consumer Anger and Negative Inferences About Companies (2010, background): “Pearson and Porath (2005) found that 10% of approximately 800 sampled U.S. employees report witnessing incivility at work daily; 20% claim to be targets of workplace incivility at least once per week.”