The cost of bad behavior.

By Christine L. Porath, Christine M. Pearson. 2010

324 citations recorded by the source corpus.

Subfields: Clinical Psychology, Emergency Medical Services, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/b6680ec8be3cd5034e1cb1b9a76199c1adffc027

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In Clinical Psychology

In Emergency Medical Services

Merideth Ferguson

In Sociology and Political Science

Citations in the corpus

The Effect of Workplace Negative Gossip on Employee Proactive Behavior in China: The Moderating Role of Traditionality (2015, background): “Recent research has revealed that interpersonal mistreatment is increasing in the workplace (Porath and Pearson 2010).”
You cannot leave it at the office: Spillover and crossover of coworker incivility (2012, background): “…at intentionally harmful and more severe than incivility; counterproductive work behaviors also include behaviors such as theft, which are directed at the organization rather than at individuals) (Penney & Spector, 2005) and by decreasing work effort and work quality (Porath & Pearson, 2010).”
High Core Self-Evaluators Maintain Creativity (2014, background): “For example, between 1998 and 2005 the percentage of employees who reported being mistreated rose to nearly half (Porath & Pearson, 2010).”
Workplace bullying and employee silence (2017, background): “Since avoiding one’s supervisor is seldom an option in the long run (cf., Porath and Pearson, 2010), subordinates have no choice but to endure and maintain a relationship with their supervisor (Hess, 2000; Tepper et al., 2007; Whitman et al., 2014).”
Linking workplace incivility to citizenship performance: The combined effects of affective commitment and conscientiousness (2012, background): “Workplace incivility represents a “substantial economic drain on American business” (Porath & Pearson, 2010, p. 64), as it costs organizations millions of dollars each year (Johnson & Indvik, 2001; Pearson & Porath, 2009).”
HEAVY IS THE HEAD THAT WEARS THE CROWN: AN ACTOR-CENTRIC APPROACH TO DAILY PSYCHOLOGICAL POWER, ABUSIVE LEADER BEHAVIOR, AND PERCEIVED INCIVILITY (2017, background): “Similarly, experienced incivility interferes with employees’ own performance and has been linked to annual organizational costs of $14,000 per employee (Porath & Pearson, 2010; Rosen, Koopman, Gabriel, & Johnson, 2016).”
Assessing Workgroup Norms for Civility: The Development of the Civility Norms Questionnaire-Brief (2012, background): “Perhaps more importantly, organizational leaders must behave in a manner consistent with these expectations as their own actions speak volumes more than mere values statements (Porath and Pearson 2010).”
Developing and Testing a Dynamic Model of Workplace Incivility Change (2017, background): “From a COR perspective, this suggests that individuals are replenishing the psychosocial resources needed to cope with workplace stressors and, as such, may reconsider the need to seek other employment so as to avoid future incidents of incivility (Porath & Pearson, 2010).”
Witnessing wrongdoing: the effects of observer power on incivility intervention in the workplace (2017, background): “For instance, among the more than 9,000 employees studied by Porath and Pearson (2010), only 1% reported never having seen incivility occur in their workplace.”