Assessing and attacking workplace incivility

By Christine M. Pearson, Lynne M. Andersson, Christine L. Porath. 2000

630 citations recorded by the source corpus.

Subfields: General Health Professions, Radiological and Ultrasound Technology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/d226fa7c1d890e5e9d834061a20d47b40e2d3387

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In General Health Professions

In Radiological and Ultrasound Technology

In Sociology and Political Science

Citations in the corpus

Assessing Workgroup Norms for Civility: The Development of the Civility Norms Questionnaire-Brief (2012, methodology): “We concur with others who argue that norms are central to workplace civility and incivility (Andersson & Pearson, 1999; Pearson et al., 2000).”
Self-efficacy to spur job performance (2018, background): “The experience of uncivil behaviors deprives employees of relevant organizational knowledge and hampers their ability to succeed in their work (Cortina et al., 2001; Pearson et al., 2000; Rahim and Cosby, 2016).”
Be nice and fair or else: understanding reasons for employees' deviant behaviors (2007, background): “Examples include being interrupted when speaking, receiving a demeaning note, and not being thanked when you went out of your way to help a co-worker ( Pearson et al. , 2000”
Job Stress and Incivility (2011, background): “As a result, unwritten rules arise to facilitate appropriate interaction among coworkers (Pearson et al., 2000).”
Day-level fluctuations in stress and engagement in response to workplace incivility: A diary study (2014, background): “Job-related outcomes include greater job stress (Cortina, 2008) and reduced task performance (Pearson et al., 2000), creativity (Porath & Erez, 2007) and job satisfaction (Cortina et al., 2001) and higher turnover (Pearson, Andersson, & Porath, 2005).”
Reducing turnover intent: supervisor and co-worker incivility and socialization-related learning (2013, neutral): “Email: rajashi.ghosh@drexel.edu Human Resource Development International, 2013 Vol. 16, No. 2, 169–185, http://dx.doi.org/10.1080/13678868.2012.756199 © 2013 Taylor & Francis (Pearson et al. 2000).”
Multilevel relationships between organizational-level incivility, justice and intention to stay (2010, background): “Indeed, like other workplace stressors, being treated in an uncivil manner is associated with a raft of poor outcomes such as psychological distress, damaged physical health, low job satisfaction, reduced task performance and decreased intention to remain with an organization (Cortina et al, 2001 ;”
Unseen Injustice: Incivility as Modern Discrimination in Organizations (2008, background): “When incivilities do arise, instigators should be sanctioned swiftly, justly, and consistently (Pearson et al., 2000; Pearson & Porath, 2004).”
When Does Ethical Leadership Affect Workplace Incivility?: The Moderating Role of Follower Personality (2014, background): “, civil) treatment in the workplace (Pearson et al., 2000).”
Selective Incivility as Modern Discrimination in Organizations (2013, background): “As Pearson and colleagues (e.g., Pearson et al., 2000; Pearson & Porath, 2004, 2009) have argued, senior management should model appropriate, respectful workplace behavior and clearly state expectations of civility in mission statements and policy manuals.”