Changes in the Frequency of Coworker Incivility: Roles of Work Hours,Workplace Sex Ratio,Supervisor Leadership Style,and Incivility

Previous research has identified individual characteristics that affect experiences of coworker incivility. However, much less is known about environmental characteristics that affect these experiences. Drawing on the social learning theory and the frustration–aggression hypothesis, this study examined the effects of supervisor incivility and work hours on coworker incivility. Data collected from 692 full-time employees showed that changes in the frequency of supervisor incivility positively predicted changes in the frequency of coworker incivility over the next 6-month period. This relationship tended to be stronger for employees who had a supervisor lower rather than higher in the levels of autocratic leadership style. Furthermore, changes in work hours positively predicted changes in coworker incivility. The workplace sex ratio was not an important factor that differentiated experiences of coworker incivility for either men or women. The results of this study highlight the importance of attending to the environmental characteristics of the workplace to understand the occurrence of coworker incivility.     

The Use of Priority Information in Performance Feedback

To provide the most value to an organization, individuals must focus efforts on those outputs that have maximum value to the organization. However, the realities of the workplace are that information about performance and how individuals can add value to an organization is complex; that is, determining which activities to focus on is a fairly complex task because such information is nonlinear, whereby the importance of a certain activity may change depending on the level of performance at any given time. This article empirically examines whether providing complex, nonlinear feedback that reflects the complexities of the real world will result in a change in work outputs that reflect these nonlinearities. This article assesses whether employees can and do use complex feedback that reflects the complexity of the real world in the intended ways. In addition, this article examines whether individuals use feedback that includes priority information beyond feedback that reports on simple relative importance. Data were analyzed from 9 work units for time periods averaging a little over a year. Results indicate that, as predicted, when individuals have access to both complex, nonlinear priority information and simple, linear relative importance information, individuals can and do use the complex data in the intended way.     

Perceived versus used workplace flexibility in Singapore: predicting work-family fit

This study examined the relationship of 2 types of workplace flexibility to work-family fit and work, personal, and marriage-family outcomes using data (N = 1,601) representative of employed persons in Singapore. We hypothesized that perceived and used workplace flexibility would be positively related to the study variables. Results derived from structural equation modeling revealed that perceived flexibility predicted work-family fit; however, used flexibility did not. Work-family fit related positively to each work, personal, and marriage-family outcome; however, workplace flexibility only predicted work and personal outcomes. Findings suggest work-family fit may be an important facilitating factor in the interface between work and family life, relating directly to marital satisfaction and satisfaction in other family relationships. Implications of these findings are discussed.     

Predicting workplace victim status from personality

This study examined the extent that workplace victim status can be predicted from personality traits. The sample comprised 60 victims and a control group of 60 non-bullied work colleagues, matched on a number of organizational and personal criteria, from two large organizations (one public, one private) in Eire. Both groups completed a semi-structured interview and the ICES Personality Inventory (Bartram, 1994, 1998). Significant differences emerged between victims and nonvictims on all major ICES scales. Victims tended to be less independent and extroverted, less stable, and more conscientious than non-victims. From the development of a weighted composite personality profile, results illustrated that ICES personality traits strongly predicted victim status. The findings suggest that, using a five-factor framework, personality traits may give an indication of those in an organization most likely to be bullied and an indication as to why these individuals become victims.     

Personality as a moderator between emotional exhaustion and workplace deviance among teachers

This study investigated the moderating role of personal factors of agreeableness and conscientiousness in the relationship between emotional exhaustion and workplace deviance. The sample comprised 200 teachers from nine schools in the south-eastern part of Nigeria (females = 85%; married = 85%; age range 20–59 years; organisational tenure = 8.04 years, SD = 7.44 years; senior staff = 55%). The teachers completed measures of self-reported agreeableness, conscientiousness, emotional exhaustion, workplace deviance, and demographics. Hierarchical moderated regression analysis was utilised to predict workplace deviance from agreeableness, conscientiousness, and emotional exhaustion. The results showed that agreeableness and conscientiousness negatively predicted workplace deviance, whereas emotional exhaustion positively predicted it. In addition, individuals who are low in agreeableness were more likely to indulge in workplace deviance, whereas those high in this trait were more likely to refrain from it. Managing personal workplace deviance may sap resources for work productivity.     

Neoliberal ideology in work and organizational psychology

This paper explores the role of neoliberal ideology in workplace practices and in work and organizational psychology (WOP) research. It analyses how neoliberal ideology manifests in these two domains by using a prominent framework from the field of political theory to understand ideology through three different logics: political, social and fantasmatic logics. We explore the main neoliberal assumptions underlying existing practices in the workplace as well as in WOP research, how individuals are gripped by such practices, and how the status quo is maintained. The paper analyses how individuals in the contemporary workplace are henceforth influenced by neoliberalism, and how this is reflected in the practices and dominant paradigms within WOP. In particular, we focus on three ways neoliberalism affects workplaces and individual experiences of the workplace: through instrumentality, individualism and competition. The paper finishes with practical recommendations for researchers and practitioners alike on how to devote more attention to the, often implicit, role of neoliberal ideology in their work and research. The discussion elaborates on how alternative paradigms in the workplace can be developed which address the downsides of neoliberalism.     

Workplace violence and workplace aggression: Evidence on their relative frequency and potential causes

Recent news reports have focused attention on dramatic instances of workplace violence—extreme acts of aggression in work settings. It is suggested here that such actions, while both tragic and frightening, are only a small part of a much larger problem of workplace aggression—efforts by individuals to harm others with whom they work or the organizations in which they are employed. The present study investigated two major hypotheses with respect to such aggression: 1) contrary to what media reports suggest, most aggression occurring in work settings is verbal, indirect, and passive rather than physical, direct, and active; 2) recent changes in many organizations (e.g., downsizing, increased workforce diversity) have generated conditions that may contribute to the occurrence of workplace aggression. A survey of 178 employed persons provided partial support for both predictions. Verbal and passive forms of aggression were rated as more frequent by participants than physical and active forms of aggression. In addition, the greater the extent to which several changes had occurred recently in participants' organizations, the greater the incidence of workplace aggression they reported. © 1996 Wiley-Liss, Inc.     

Life Spillovers: The Spillover of Fear of Home Foreclosure to the Workplace

Work–life research has focused on the spillover of family experiences to the workplace but has neglected other life experiences that may also be brought to work. Addressing this shortcoming, we present a conceptual framework for the study of life spillovers. We offer the idea that life experiences can include shocks and that the fear associated with nonwork shocks can spill over to the workplace. The national shock of the collapse of the U.S. financial and housing markets in 2008 offered an opportunity to test these ideas and build an empirical foundation for the study of life spillovers. Using a sample of 2,135 organizationally employed homeowners, we examined the spillover of fear of home foreclosure to the workplace. In support of our moderated mediation model, employees with greater fear of losing their homes to foreclosure reported more physical stress‐related symptoms at work, and their acknowledgment of home‐to‐work spillover fully mediated this relationship. Fear of foreclosure also directly predicted job search behaviors and negatively affected employees’ organizational commitment and turnover intentions through multiple mediators involving home‐to‐work spillover and stress. Resources and demands from the home and, to a lesser extent, work domains amplified the spillover of fear of foreclosure to the workplace. Taken together, these findings support widening the work–life lens to include a broader array of nonwork experiences. Practical implications are presented as well as new directions for future research using the life spillover framework.     

Bullying at Work: A Psychoanalytic Perspective

The paper traces aspects of the history and development of work in this area. It places workplace bullying on a continuum which straddles workplace homicide, violence at work, sexual harassment and the harnessing of the aggressive instincts into effective work. Thought is given to the question of which behaviours should be considered to constitute workplace bullying. A recent example of bullying in restaurant kitchens is examined in more detail. The paper concludes by looking at issues around the responsibility of individuals and organizations to understand and manage bullying at work. © 1997 John Wiley & Sons, Ltd.     

Being ostracized versus out of the loop: Redundant or unique predictors of variance in workplace outcomes?

Based on the existing research, being excluded from information (i.e., being out of the loop) produces similar consequences as being ignored or excluded from activities. Consequently, one might wonder whether it is necessary to measure or study different types of exclusion in the workplace context, rather than just assessing a single type of exclusion. The current research investigated the associations between two types of workplace exclusion (i.e., being ostracized and being left out of the loop) and various workplace outcomes, with the purpose of determining whether these different types of exclusion predict unique or redundant variance in these workplace outcomes. In Study 1, we obtained a better model fit when we assigned items measuring out-of-the-loop experiences at work to a different factor than items assessing experiences with ostracism at work. In Study 2, we observed that measuring employees' experiences with being out of the loop predicted unique variance in workplace outcomes (e.g., job satisfaction), above and beyond experiences with ostracism at work. Relative weight analyses suggested that both ostracism and out-of-the-loop experiences were equally important predictors of these outcomes. Together, these studies indicate that being ostracized and being left out of the loop may be distinct exclusion experiences and better predictions about workplace outcomes can be made by assessing both types of exclusion. On a practical level, measuring different types of exclusion may prove useful, because organizations may need to implement different interventions for addressing distinct types of exclusion.     

When prejudice against you hurts others and me: The case of ageism at work

Ageism in the workplace has documented detrimental consequences for its victims, but its effects on those who hold ageist views are rarely investigated. A cross‐sectional study and a longitudinal study examined ageism toward both younger and older workers and its relation to intergroup contact, work behaviors, organizational identification, and the well‐being of prejudiced individuals. It was hypothesized that ageism would predict prejudiced individuals’ behaviors toward co‐workers, identification with their organization, and vitality at work, indirectly through intergroup anxiety and quality of intergroup contact. Overall, 647 employees aged 24–62 years provided data on the variables of interest. Both studies suggested that ageist views worsened the quality of intergroup contact, which in turn increased counterproductive behaviors toward co‐workers and decreased identification with the organization. Moreover, ageism marginally predicted vitality at work longitudinally through the mediation of quality of intergroup contact. No support emerged for the mediational role of intergroup anxiety. Theoretical explanations for these findings and their practical implications are discussed.     

The effect of multiple negative,neutral, and positive organizational changes

Organizational change research has largely concluded that employees appraise changes in their workplace negatively and thus respond negatively to greater amounts of change. However, whether this conclusion is warranted remains unclear because previous research has examined single workplace changes in isolation or asked employees to make a global assessment of the changing nature of their workplace. Researchers have not had the means to capture the number of changes employees experience or their appraisals of the many different changes occurring in their workplace. In this study, we developed and validated the Quantity of Change Scale (QCS) to provide a more nuanced understanding of employees’ appraisals of their changing workplace. We found that the negative changes employees experience disproportionately influenced their reactions to the changing work environment. However, we also demonstrated that contrary to popular belief, employees appraised fewer changes as negative than as positive or neutral. Together these findings provide new insight into why assessments of employees’ general reactions to workplace change tend to be negative. We discuss the theoretical and practical implications of our empirical examination of employees’ appraisals of the many changes in their workplace.     

Power and affordances: when the situation has more power over powerful than powerless individuals

Six studies examined how power affects responses to situational affordances. Participants were assigned to a powerful or a powerless condition and were exposed to various situations that afford different classes of behavior. Study 1 examined behavior intentions for weekdays and weekends. Studies 2 and 3 focused on responses to imaginary social and work situations. Study 4 examined planned behavior for winter and summer days. Finally, Studies 5 and 6 examined behavior and attention in the presence of situation-relevant and irrelevant information. Consistently across these studies, powerful individuals acted more in situation-consistent ways, and less in situation-inconsistent ways, compared with powerless individuals. These findings are interpreted as a result of the greater tendency for powerful individuals to process information selectively in line with the primary factors that drive cognition, such as affordances. One consequence of these findings is that powerful individuals change behavior across situations more than powerless individuals.     

Leadership and approaches to the management of workplace bullying

Leadership behaviour has been identified as an important antecedent of workplace bullying since managers may prevent, permit, or engage in the mistreatment of others. However, the issue of how managers respond when bullying occurs has received limited attention. With this in mind, the aim of this study was to explore how managers behave when bullying occurs in their work group and to elucidate the contextual issues that underlie this behaviour. This was achieved through analysis of in-depth interviews with individuals involved in cases of bullying. The findings revealed a typology of four types of management behaviour in cases of bullying, each underpinned by contextual factors at the individual, group, and organizational levels. The study shows that the role of leadership in workplace bullying is more complex than previously thought and suggests several ways in which managers and organizations could deal with bullying behaviour.     

Crossing the Threshold: The Spillover of Community Racial Diversity and Diversity Climate to the Workplace

We examined the spillover of community diversity to the workplace using a sample of 2,045 professionals living in communities across the U.S. Spillover effects were examined using 2 measures of community diversity: the degree to which employees were racially or ethnically similar to others in their community and perceptions of their community's diversity climate. Aligned with theories of group threat and racial segregation, Whites who were racially dissimilar to their communities expressed stronger intentions to leave their communities, and ultimately their workplaces, than those living in primarily White communities. However, community diversity climate offset these relationships; Whites who lived in communities that were racially dissimilar to them, but experienced the climate as inclusive, had lower moving intentions than those in communities that were experienced as racially intolerant. In contrast, for people of color, community diversity climate, rather than racial similarity to the community, predicted moving intentions. For both groups, the diversity climate in the community predicted moving intentions, which in turn predicted work turnover intentions, job search behaviors, and physical symptoms of stress at work. These findings suggest that the intention to leave one's community, and ultimately one's workplace, is influenced by community experiences and the community's perceived diversity climate.     

Hostility, job attitudes, and workplace deviance: test of a multilevel model

The authors tested a model, inspired by affective events theory (H. M. Weiss & R. Cropanzano, 1996), that examines the dynamic nature of emotions at work, work attitudes, and workplace deviance. Sixty-four employees completed daily surveys over 3 weeks, reporting their mood, job satisfaction, perceived interpersonal treatment, and deviance. Supervisors and significant others also evaluated employees' workplace deviance and trait hostility, respectively. Over half of the total variance in workplace deviance was within-individual, and this intraindividual variance was predicted by momentary hostility, interpersonal justice, and job satisfaction. Moreover, trait hostility moderated the interpersonal justice-state hostility relation such that perceived injustice was more strongly related to state hostility for individuals high in trait hostility.     

A qualitative study on the development of workplace bullying: Towards a three way model

Up to now, researchers have identified various individual and work‐related factors as potential antecedents of workplace bullying. The aim of the present study is to integrate this line of research in view of explaining how these antecedents may develop into workplace bullying. Key informants, such as union representatives, employees with a confidence role concerning workplace bullying, human resource managers, prevention workers and social service employees, analysed bullying incidents or cases within their organization. We combined the various perspectives on the same incident into one plan. Then, all 87 case plans were united in a global model that reflects the development towards bullying. The results suggested three processes that may contribute to the development of bullying. Firstly, bullying may result from inefficient coping with frustration. Such coping mechanisms are likely to be active for perpetrators, and passive for victims. Secondly, bullying may be the consequence of escalated conflicts. Thirdly, bullying may result from destructive team and organizational cultures or habits. Individual and work‐related antecedents may affect these processes in two ways: they may be at the origin of the three processes, and they may relate to the employees' coping style. Implications for theory and research are discussed. Copyright © 2008 John Wiley & Sons, Ltd.     

Workplace and family support and work–life balance: Implications for individual psychological availability and energy at work

This study presents three studies that explore the ways in which multiple support sources (workplace and family social support) help individuals to experience work–life balance (WLB) and thereby develop a sense psychological availability and positive energy at work. We examine this serial mediation model across three population groups in Israel using time-lagged data from part-time students (sample 1), as well cross-sectional data from workers in the industrial sector (sample 2) and physicians in public hospitals (sample 3). The results indicate a complex process in which workplace and family support augment employee positive energy through WLB and psychological availability. The findings shed light on the importance of support from work and nonwork sources for the pursuit of employees to achieve balance in the spheres of work and life and suggest that the WLB helps in the development of psychological availability and augmenting employee positive energy.     

Attachments in the workplace: How attachment security in the workplace benefits the organisation

In four studies, we tested if workplace secure attachment entails organisational benefits, given that such relationships are associated with increased positive relationship emotions. In Study 1, employees rated the extent to which colleagues, supervisors, and other individuals fulfil the attachment functions. In Study 2, employees listed up to 10 individuals before completing the same rating task as Study 1. In the remaining studies, employees rated their attachment security with their supervisors (Study 3) or colleagues (Study 4), and completed measures of positive relationship emotions with these individuals, proactive behaviour, organisational allure, and organisational deviance. We found that supervisors and colleagues fulfil attachment functions (Studies 1–2), and that workplace attachment security confers organisational allure and proactive behaviour due to its association with positive relationships emotions. However, workplace attachment security directly lowers organisational deviance (Studies 3–4). Thus, supportive and trusting work environments may encourage workplace relationships that could bestow organisational benefits.     

Field-based validations of a work-related fatigue model based on hours of work

Shiftwork, and in particular night work, is associated with decreased quantity and quality of sleep. Such changes to sleep manifest themselves in measures such as increased sleepiness, fatigue and accident risk. To manage these risks, particularly in operational environments, a work-related fatigue model has been developed. To date, strong correlations have been observed with a range of measures in empirical and laboratory experiments. This study aimed to determine if these observed relationships between predicted fatigue, alertness and performance also exist in the workplace. Data was analysed from 193 train drivers who filled in sleep and work diaries, wore actigraphs, performed subjective alertness and objective performance tests before and after each shift for a period of two weeks during a normal schedule. Work-related fatigue scores were calculated and compared to alertness and performance measures. The findings of the present study show that there was a stronger relationship between predicted fatigue and self-rated alertness than between predicted fatigue and performance. Furthermore, the fatigue model predicted self-rated alertness better in the afternoon and evening hours, when employees worked up to four consecutive shifts. With further field validation of the current model, there is potential for work-related fatigue to be predicted from actual or potential hours of work. In the future, such models may help to clarify the direct and indirect costs of poor fatigue management on safety, productivity and efficiency.