以上海市部分企业员工为研究对象，运用问卷调查法探讨归因特性（稳定性、可控性和有意性）对不公正感产生的影响。结果表明：归因的稳定性、可控性、有意性均对责任性有显著的正向影响；归因的稳定性、可控性、有意性均对不公平感有显著的正向影响；归因的稳定性、可控性、有意性均通过责任性部分中介作用于不公正感。

工作场所无礼行为不仅会给员工带来一系列消极影响,还会导致员工“以牙还牙,加倍奉还”,引起行为的恶化升级,严重污染组织环境。而文明行为则有利于组织中人际关系的和谐发展,带给员工众多积极影响。梳理无礼行为恶化升级的相关研究,从受害者和旁观者的角度详细分析无礼行为恶化升级的多条途径和原因;并基于情绪的认知评价理论,从评价和情绪入手,对无礼行为恶化升级的详细机制和影响因素进行解析,构建无礼行为的恶化升级模型。与此同时,着眼于促进无礼行为的积极转化,对文明行为的CREW干预（Civility,Respect and Engagement in the Workforce）的研究进行总结,并分析个体水平的文明行为和组织水平的文明气氛的积极作用。

以往研究通常考查工作场所无礼行为对接收者个人和工作场所内相关结果的影响.而近来研究指出,无礼行为会超出工作场所的界限产生溢出效应,且工作场所无礼行为会对接收者之外的他人产生消极作用,即工作场所无礼行为的交叉效应.在综述国内外相关文献的基础上,总结出了溢出和交叉效应的产生机制,包括消极情绪和情感在无礼行为溢出效应中的中介机制,以及压力传递在无礼行为引发的消极情绪和行为反应与工作-家庭冲突中的中介角色;深入探讨了共情在无礼行为交叉效应中的调节机制和社会阻抑在无礼行为交叉效应中的中介机制;并建议未来相关研究选取新的结果变量视角、探究新的中介机制和边界条件以及进一步整合无礼行为的溢出和交叉的连锁效应机制.

领导领域中的归因研究对于把握领导过程、组织绩效评估以及领导成员关系等问题均具有重要的理论与实际意义.文章回顾了自领导归因理论提出以后,领导归因领域中包括有关模型构建,验证与发展,内隐归因在内的相关研究;同时,对归因偏差、归因风格、领导成员关系、人格特质、领导类型,情绪、文化及相关人口学变量等因素与领导归因的关系研究进行了系统梳理;最后,分析、总结了该领域以往研究的不足及今后的研究趋势.

ABSTRACT Academy of Management Review , Vol. OF INCIVILITY IN THE WORKPLACE LYNNE M. Saint Joseph's University CHRISTINE M. University of

Abstract Choice, active response, self-regulation, and other volition may all draw on a common inner resource. In Experiment 1, people who forced themselves to eat radishes instead of tempting chocolates subsequently quit faster on unsolvable puzzles than people who had not had to exert self-control over eating. In Experiment 2, making a meaningful personal choice to perform attitude-relevant behavior caused a similar decrement in persistence. In Experiment 3, suppressing emotion led to a subsequent drop in performance of solvable anagrams. In Experiment 4, an initial task requiring high self-regulation made people more passive (i.e., more prone to favor the passive-response option). These results suggest that the self's capacity for active volition is limited and that a range of seemingly different, unrelated acts share a common resource.

This study explored the relationship between obsessive passion for work and incivility instigations, as well as the moderating role of a mastery motivational climate. A longitudinal, three-wave study was conducted among 1,263 employees from a large Norwegian workers’ union across a 10-month time span. The results show that obsessive passion for work relates positively to incivility instigations and that this relationship is stable over time. Building on the person–environment fit perspective, we find that the relationship between obsessive passion for work and incivility instigations is stronger for employees with both high levels of obsessive passion and high perceptions of a mastery climate. Our results underline the importance of considering not only the individual in his/her context, but also of considering the match between the individual’s values and the contextual values.

Theoretically grounded in both the cognitive-motivational-relational theory of emotions and affect events theory, the present research used multiple analytic techniques and positioned appraisals and emotions as key variables in understanding the experience of incivility at work. Data consisted of survey responses from a stratified random sample of 522 U.S. working adults. K-means cluster analyses revealed interindividual differences in cognitive/emotional responding to workplace incivility experiences. In addition, multiple mediation analyses revealed that optimism and emotionality may play important roles in showing why the experience of incivility is related to job-related outcomes. The results help to advance workplace mistreatment research and suggest possible strategies for organizations to maintain civil working environments.

This collection of studies tested aspects of Cortina’s theory of selective incivility as a “modern” manifestation of sexism and racism in the workplace and also tested an extension of that theory to ageism. Survey data came from employees in three organizations: a city government (N = 369), a law enforcement agency (N = 653), and the U.S. military (N = 15,497). According to analyses of simple mediation, target gender and race (but not age) affected vulnerability to uncivil treatment on the job, which in turn predicted intent to leave that job. Evidence of moderated mediation also emerged, with target gender and race interacting to predict uncivil experiences, such that women of color reported the worst treatment. The article concludes with implications for interventions to promote civility and nondiscrimination in organizations.

The authors draw on stress and coping theory to understand patterns of individual response to workplace incivility. According to data from 3 employee samples, incivility tended to trigger mildly negative appraisals, which could theoretically differentiate incivility from other categories of antisocial work behavior. Employees experiencing frequent and varied incivility from powerful instigators generally appraised their uncivil encounters more negatively. They responded to this stressor using a multifaceted array of coping strategies, which entailed support seeking, detachment, minimization, prosocial conflict avoidance, and assertive conflict avoidance. These coping reactions depended on the target's appraisal of the situation, the situation's duration, and the organizational position and power of both target and instigator. Implications for organizational science and practice are discussed.

Abstract This study extends the literature on interpersonal mistreatment in the workplace by examining the incidence, targets, instigators, and impact of incivility (e.g., disrespect, condescension, degradation). Data were collected from 1,180 public-sector employees, 71% of whom reported some experience of workplace incivility in the previous 5 years. As many as one third of the most powerful individuals within the organization instigated these uncivil acts. Although women endured greater frequencies of incivility than did men, both genders experienced similarly negative effects on job satisfaction, job withdrawal, and career salience. Uncivil workplace experiences were also associated with greater psychological distress; however, indices of psychological and physical health were relatively unaffected. The authors discuss these findings in the context of organizational and cognitive stress theories.

We present a model that captures processes leading to aggressive behaviors in the workplace. Starting with trigger events, the model outlines the development of aggressive behaviors via three processing routes that vary in their level of deliberate, mindful processing. The model outlines how repeated exposure to trigger events can lead to the escalation of workplace aggression while also highlighting the moderating role of such factors as an individual's level of self-control and attitude toward revenge.

The present study examined how 5-10-year-old children's judgments of retaliation were affected by its severity relative to the initial provocation and by the causal nature of the initial provocation. 72 boys and girls first received information about property-damaging provocations that were portrayed as accidental, foreseeable, justifiably intended, or unjustifiably intended in nature. They were subsequently informed that the victim responded with interpersonal aggression or with a verbal reprimand. Children's perceptions of the causal nature of the provocation and their naughtiness and punishment judgments of the retaliator were assessed. 2 major findings were obtained, both of which were unrelated to age. First, children's perceptions of the initial provocation were more differentiated than has been reported in the past, but these perceptions did not correspond uniformly to the manipulations of causality. Second, although children's evaluations of the retaliator were not an inverse function of their own perceptions of the initial provocation, they did vary systematically according to these perceptions and the extremity of the retaliator's response.

We examined the effects of gender and organizational climate for incivility on the relationship between individuals' incivility experiences and perpetration. Based on Andersson and Pearson's (1999) concept of the incivility spiral, Naylor, Pritchard, and Ilgen's (1980) theory of in organizations, and social interactionist theory (Felson & Tedeschi, 1993), we proposed an interaction between incivility experiences, organizational climate for incivility (organizational tolerance and policies), and gender in predicting incivility perpetration. Results indicate that incivility experiences predict incivility perpetration and that men are more likely to be uncivil to others when their organization tolerates rudeness. Women's incivility experiences were associated with increased incivility perpetration, but were unaffected by incivility climate. Implications for research and practice are discussed.

Existing research on workplace incivility has demonstrated an association with a of negative outcomes, including increased burnout, turnover intentions, and physical symptoms. With the rise in Internet communication over the last decade, interpersonal mistreatment has spilled over to the Internet, but little is known about the impact of incivility communicated via e-mail on employee psychological and performance outcomes. The current study presents a within-subjects experiment wherein incivility and support were manipulated in a laboratory-based simulated workplace setting. Eighty-four participants completed a series of math tasks while interacting with either an uncivil or a supportive supervisor via e-mail. Data were collected on energy, cardiac activity, mood, task performance, and engagement. Findings indicate that participants reported higher levels of negative affect and lower levels of energy after working with the uncivil supervisor than with the supportive supervisor. Additionally, participants performed significantly worse on the math tasks and had lower engagement in the uncivil condition than the supportive condition, and these relationships were mediated by energy. No differences were found in cardiac activity between the two conditions. Results are discussed in terms of their implications for the 21st century world of work.

ABSTRACT In this article, we examine the effects of passive leadership on workplace incivility across two studies. Study 1 examines passive leadership–incivility relationships in a sample of employee–supervisor dyads, and Study 2 examines these relationships in a sample of employee–coworker dyads. Results from these studies suggest that passive leadership has a significant direct effect on behavioral incivility and an indirect effect through experienced incivility. Moreover, our results suggest that the relationship between experienced incivility and behavioral incivility is conditional on the level of passive leadership, such that the effect of experienced incivility on behavioral incivility is stronger at higher levels of passive leadership. Copyright 08 2014 John Wiley & Sons, Ltd.

Abstract Research in the field of workplace aggression has rapidly developed in the last two decades, and with this growth has come an abundance of overlapping constructs that fall under the broad rubric of workplace aggression. While researchers have conceptually distinguished these constructs, it is unclear whether this proliferation of constructs is adding appreciably to our knowledge, or whether it is constraining the questions we ask. In this paper, I consider five example constructs (i.e., abusive supervision, bullying, incivility, social undermining, and interpersonal conflict) and argue that the manner in which we have differentiated these (and other) aggression constructs does not add appreciably to our knowledge of workplace aggression. I then provide supplementary meta-analytic evidence to show that there is not a predictable pattern of outcomes from these constructs, and propose a restructuring of the manner in which we conceptualize workplace aggression. Copyright 漏 2010 John Wiley & Sons, Ltd.

We investigate how employees deviant responses to experiencing workplace aggression are shaped by the social context in which the aggressive acts occur. Drawing on the group value model and theories of belongingness, we investigated three moderators of the relationship between workplace aggression and employee deviant behaviour: (1) perpetrator formal power (relating to their position within the organization), (2) perpetrator referent power (derived from their social position at work), and (3) task interdependence between the perpetrator and victim. Participants (N=299) consisted of North American employees in a variety of industries. Power and task interdependence interacted with workplace aggression to predict the extent and the direction of deviant behaviour. Specifically, we found that when the perpetrator had high power (either formal power or referent power) and low task interdependence with the target, victims were most likely to engage in deviance directed towards the perpetrator in response to aggression. These results are consistent with the idea that perpetrator power motivates victims to retaliate, but they are most likely to do so if they are not highly dependent on the perpetrator to complete their work tasks. This study suggests that spirals of workplace aggression depend on the nature of the perpetrator-victim relationship.

Marketer–engineer conflict is a pervasive and as-yet unresolved problem of critical importance to high-technology companies. This study updates and extends marketing literature by applying qualitative research methods including the critical incident technique to examine the causes of conflict between marketers and engineers in high-technology companies. Narratives from both marketers and engineers are interpreted from an attribution theory perspective as well as in the context of recent management research on interfunctional conflict. Results draw attention to a high proportion of personal attributions, indicating high levels of relationship-conflict; these results are in contrast to the task-conflict typically addressed by the marketing literature. Discussion highlights the changes in high-technology organizational culture since first by described by Workman 15years ago [Workman, J. (1993). Marketing's limited role in new product development in one computer systems firm. Journal of Marketing Research, 30 (4), 405–421.], and recommendations for managers are offered.

Abstract Aim68 The aim of this study was to examine the influence of empowering work conditions and workplace incivility on nurses’ experiences of burnout and important nurse retention factors identified in the literature. Background68 A major cause of turnover among nurses is related to unsatisfying workplaces. Recently, there have been numerous anecdotal reports of uncivil behaviour in health care settings. Method68 We examined the impact of workplace empowerment, supervisor and coworker incivility, and burnout on three employee retention outcomes: job satisfaction, organizational commitment, and turnover intentions in a sample of 612 Canadian staff nurses. Results68 Hierarchical multiple linear regression analyses revealed that empowerment, workplace incivility, and burnout explained significant variance in all three retention factors: job satisfaction ( R 2 =0.46), organizational commitment ( R 2 =0.29) and turnover intentions ( R 2 =0.28). Empowerment, supervisor incivility, and cynicism most strongly predicted job dissatisfaction and low commitment ( P <0.001), whereas emotional exhaustion, cynicism, and supervisor incivility most strongly predicted turnover intentions. Conclusions68 In our study, nurses’ perceptions of empowerment, supervisor incivility, and cynicism were strongly related to job satisfaction, organizational commitment, and turnover intentions. Implications for nursing management68 Managerial strategies that empower nurses for professional practice may be helpful in preventing workplace incivility, and ultimately, burnout.

This article develops a theoretical model of the impact of workplace incivility on employees' occupational and psychological well-being. In Study 1, the authors tested the model on 1,158 employees, finding that satisfaction with work and supervisors, as well as mental health, partially mediated effects of personal incivility on turnover intentions and physical health; this process did not vary by gender. Study 2 cross-validated and extended these results on an independent sample of 271 employees, showing negative effects of workgroup incivility that emerged over and above the impact of personal incivility. In both studies, all results held while controlling for general job stress. Implications for organizational science and practice are discussed.

Abstract This study extended incivility research beyond the confines of the workplace by exploring the relationships between incivility, work-to-family conflict and family support. Data collected from 180 employees from various organizations in Singapore showed that incivility is not a rare phenomenon in Asian cultures. Employees experienced more incivility from superiors than coworkers or subordinates, and these experiences were related to different outcomes. Coworker-initiated incivility was associated with decreased coworker satisfaction, increased perceptions of unfair treatment, and increased depression. On the other hand, superior-initiated incivility was associated with decreased supervisor satisfaction and increased work-to-family conflict. Results also revealed that employees with high family support showed stronger relationships between workplace incivility and negative outcomes, compared with employees with low family support.

This study extends the stress literature by exploring the relationship between family incivility and job performance. We examine whether psychological distress mediates the link between family incivility and job performance. We also investigate how core self-evaluation might moderate this mediated relationship. Data from a 2-wave study indicate that psychological distress mediates the relationship between family incivility and job performance. In addition, core self-evaluation moderates the relationship between family incivility and psychological distress but not the relationship between psychological distress and job performance. The results hold while controlling for general job stress, family-to-work conflict, and work-to-family conflict. The findings suggest that family incivility is linked to poor performance at work, and psychological distress and core self-evaluation are key mechanisms in the relationship.

Abstract This study examines individual and cultural antecedents of incivility in the workplace, using a sample of MBAs and EMBAs from Taiwan and the United States. We predicted that individual achievement orientation would enhance incivility, based on Dollard frustration aggression hypothesis, and that those who were higher in direct conflict self-efficacy (i.e., beliefs in one's skills in managing direct conflict) would be higher in incivility. These predictions were supported. We also predicted, and found, that collectivism orientation constrains these main effects, so that for those high in collectivism, the impact of achievement orientation and direct conflict self-efficacy is weak or nonexistent. Implications for conflict management are discussed.

Summary Scholars have hypothesized that experiencing incivility not only negatively affects well-being, but may even trigger further antisocial behavior. Previous research, however, has focused mainly on the relation between incivility and well-being. Thus, little is known about the behavioral consequences of incivility. With this in mind, we conducted an interaction-record diary study to examine whether supervisor incivility causes retaliatory incivility against the supervisor. Using the self-control strength model as a framework, we further examined whether the target's trait (trait self-control) and state (exhaustion) self-regulatory capacities moderate this effect. In addition, we examined the role of time by testing the duration of the effect. When we analyzed the full data set, we found no support for our hypotheses. However, using a subset of the data in which the subsequent interaction happened on the same day as the prior interaction, our results showed that experiencing incivility predicted incivility in the subsequent interaction, but only when the time lag between the two interactions was short. Furthermore, in line with the assumption that self-regulatory capacities are required to restrain a target from retaliatory responses, the effect was stronger when individuals were exhausted. In contrast to our assumption, trait self-control had no effect on instigated incivility. Copyright 2015 John Wiley & Sons, Ltd.

Abstract The present study focused on individual differences in Big Five traits among targets of workplace incivility. The authors hypothesized a negative relation between agreeableness and incivility, a positive relation between neuroticism and incivility, and a negative relation between extraversion and incivility. The authors also hypothesized that provocative target behavior is the mediating force that drives these relations. Multisource data from a diverse sample of employees and their coworkers indicate that individuals low in agreeableness and those high in neuroticism experience more incivility than their counterparts. The mediation model was supported for agreeableness and neuroticism. Findings suggest that target traits are important components in incivility research, and should be considered in future research as well as in efforts to alleviate the consequences of incivility.

The present study examined perceptions of interpersonal injustice as a mediator of the relationship between observed incivility toward women at work and employees' occupational well-being. We also examined gender of the observer as a moderator of these mediational relationships. Using online survey data from 1702 (51% women; 92% White) employees, results showed that perceptions of injustice partially mediated the relationship between observed incivility toward women and job satisfaction, turnover intentions, and organizational trust. Men reported greater perceptions of injustice than did women the more they observed the uncivil treatment of women at work, and the indirect effects of observed incivility toward women on well-being were stronger for men compared to women. Observed incivility toward women also had direct relationships with the occupational well-being outcomes over and above the impact mediated through injustice, particularly for women. Specifically, observing incivility toward female coworkers directly related to lowered job satisfaction and perceptions of safety for female bystanders. In addition, although both male and female bystanders reported heightened turnover intentions and lowered trust in the organization with higher levels of observed incivility toward women, these relationships were stronger for female than male observers. Our findings both replicate and extend past research on vicarious workplace incivility toward women.

Organizations are dynamic, hierarchically structured entities. Such dynamism is reflected in the emergence of significant events at every organizational level. Despite this fact, there has been relatively little discussion about how events become meaningful and come to impact organizations across space and time. We address this gap by developing event system theory, which suggests that events become salient when they are novel, disruptive, and critical (reflecting an event's strength). Importantly, events can originate at any hierarchical level and their effects can remain within that level or travel up or down throughout the organization, changing or creating new behaviors, features, and events. This impact can extend over time as events vary in duration and timing or as event strength evolves. Event system theory provides a needed shift in focus for organizational theory and research by developing specific propositions articulating the interplay among event strength and the spatial and temporal processes through which events come to influence organizations.

ABSTRACT We present a theory of why some people who witness or learn about acts of mistreatment against others in organizations are more likely to recognize this injustice and become personally involved. Drawing from theories of moral identity, moral intuitions, and self-regulation, we explain third parties' morally motivated responses to mistreatment and consider the role of power and belief in the disciplinary system in this process. We discuss implications of the theory and propose future research directions.

Adopting a multilevel approach, this study extends the current understanding of workplace incivility by examining the cross-level associations between team climate for incivility, team size and team norms with regard to competitiveness on employees’ well-being associated with incivility at work. Using a sample of 637 employees nested in 50 work teams, the results revealed a direct negative effect of uncivil team climates on employee job-related affective well-being, over and above employees’ personal experience of uncivil behaviour. As hypothesized, competitive norms significantly moderated the negative effect of experienced incivility on affective well-being, suggesting that competitive team environments may buffer the negative consequences of workplace incivility through a team sensemaking process. Utilizing Social Comparison Theory (comparing how they are treated) and climate strength literature, this study also found team size to be a significant moderator of the incivility–well-being relationship, with members of smaller work teams experiencing more detrimental effects of uncivil acts. Together, these findings suggest that the magnitude of the negative effect of uncivil behaviour is dependent on the composition and incivility climate of work teams. The results of this study have important implications for designing individual- and team-level interventions aimed at addressing uncivil behaviour and climates in the workplace.

We've all heard of (or experienced) the "boss from hell." But that's just one form that incivility in the workplace can take. Rudeness on the job is surprisingly common, and it's on the rise. Whether it involves overt bullying or subtle acts of thoughtlessness, incivility takes a toll. It erodes productivity, chips away at morale, leads employees to quit, and damages customer relationships.... [Show full abstract]

In three experimental studies, we provided an empirical test of how rudeness affects task performance and helpfulness. Different forms of rudeness--rudeness instigated by a direct authority figure, rudeness delivered by a third party, and imagined rudeness--converged to produce the same effects. Results from these studies showed that rudeness reduced performance on routine tasks as well as on creative tasks. We also found that rude behavior decreased helpfulness. We examined the processes that mediated the rudeness-performance relationship and found evidence that disruption to cognitive processes fully mediated that relationship.

In three experimental studies, we found that witnessing rudeness enacted by an authority figure (Studies 1 and 3) and a peer (Study 2) reduced observers performance on routine tasks as well as creative tasks. In all three studies we also found that witnessing rudeness decreased citizenship behaviors and increased dysfunctional ideation. Negative affect mediated the relationships between witnessing rudeness and performance. The results of Study 3 show that competition with the victim over scarce resources moderated the relationship between observing rudeness and performance. Witnesses that were in a competition with the victim felt less negative affect in observing his mistreatment and their performance decreased to a lesser extent than observers of rudeness enacted against a non-competitive victim. Theoretical and practical implications are discussed.

Abstract While managers are looking everywhere to cut costs and maximize productivity, chances are they are missing a potentially devastating expense: the cost of incivility. As employees exchange seemingly inconsequential inconsiderate words and deeds, productivity plummets and norms are shredded. If employees are behaving badly toward one another, it means that individuals and teams are losing time, effort, energy, focus, creativity, loyalty and commitment. Far from a minor inconvenience, workplace incivility is one of today’s most substantial economic drains on American business. What’s the bottom line? Companies we’ve worked with calculate the tab for incivility in the millions. In fact, just one habitually offensive employee positioned in the top of your organization can suck out millions in lost employees, lost customers and lost productivity. The effects are real and the drag on your company’s profits and productivity are nasty. (PsycINFO Database Record (c) 2012 APA, all rights reserved)

Using appraisal theory, this research examined targets' emotional responses to workplace incivility, and how these responses impact targets' behavioral responses. Targets who reported greater incivility reported greater anger, fear, and sadness. Targets' anger was associated with more direct aggression against the instigators; targets' fear was associated with indirect aggression against instigators, absenteeism, and exit; and targets' sadness was associated with absenteeism. Status moderated the effects of fear and sadness. Our results underscore the need for organizations to manage civility so that they and their employees can avoid substantial direct and indirect costs associated with workplace incivility. At a broader level, our results suggest the importance of developing greater awareness about the harmful effects of fear and sadness in the workplace.

react-text: 439 We proposed that civility norms would strengthen relationships between management commitment to safety and workers' safety motivation, safety behaviors, and injuries. Survey data were obtained from working adults in hazardous jobs-those for which physical labor is required and/or a realistic possibility of physical injury is present (N = 290). Results showed that management commitment... /react-text react-text: 440 /react-text [Show full abstract]

Abstract Interpersonal mistreatment at work often occurs in the presence of others; however, these "others" are rarely examined in empirical research despite their importance to the context of the negative interaction. We conducted 2 experiments to examine how witnessing incivility affects observer reactions toward instigators and targets. In Study 1, participants (N = 60) worked virtually with an ostensible instigator and target. In Study 2, participants (N = 48) worked in vivo with confederates (hired actors) on a job task. Across these 2 studies, we found that observers of incivility tend to punish instigators while their reactions to targets were generally unaffected. Further, the effect of witnessing incivility was mediated by observers' negative emotional reaction toward the instigator. (c) 2015 APA, all rights reserved.

Abstract Incivility at work—low intensity deviant behaviors with an ambiguous intent to harm—has been on the rise, yielding negative consequences for employees’ well-being and companies’ bottom-lines. Although examinations of incivility have gained momentum in organizational research, theory and empirical tests involving dynamic, within-person processes associated with this negative interpersonal behavior are limited. Drawing from ego depletion theory, we test how experiencing incivility precipitates instigating incivility towards others at work via reduced self-control. Using an experience sampling design across two work weeks, we found that experiencing incivility earlier in the day reduced one’s levels of self-control (captured via a performance-based measure of self-control), which in turn resulted in increased instigated incivility later in the day. Moreover, organizational politics—a stable, environmental factor—strengthened the relation between experienced incivility and reduced self-control, whereas construal level—a stable, personal factor—weakened the relation between reduced self-control and instigated incivility. Combined, our results yield multiple theoretical, empirical, and practical implications for the study of incivility at work.

Abstract This study addresses the relationships between coworker incivility and both work effort and counterproductive work behaviors (CWBs). It was expected that employees who experienced high levels of incivility from their coworkers would report reductions in work effort and higher levels of CWBs. Also, based on the emotion-centered model of work behaviors (Spector & Fox, 2002), it was expected that negative emotions would mediate the relationships between coworker incivility and both work effort and CWBs. Finally, we examined supervisor social support as a moderator of relationships between negative emotions and both work effort and CWBs. Two hundred nine full-time university employees completed a two-wave survey over a two-month time period. Results supported the hypothesized mediated relationships. It was also found that supervisor social support moderated the relationship between negative emotions and work effort but not the relationship between negative emotions and CWBs. Study implications and limitations are discussed. PsycINFO Database Record (c) 2012 APA, all rights reserved.

Abstract We conducted 2 studies of coworker dyads to test a theoretical model exploring why and under what circumstances employees are the targets of workplace exclusion. Adopting a victim precipitation perspective, we integrate belongingness and social exchange theories to propose that employees who display workplace incivility are distrusted and therefore are targets of workplace exclusion. Highlighting the importance of the context of the perpetrator-target relationship, we also find support for the postulation that this mediated relationship is strengthened when the target employee is perceived to be a weak exchange partner and is attenuated when he or she is viewed as a valuable exchange partner. Theoretical and practical implications are discussed. PsycINFO Database Record (c) 2013 APA, all rights reserved.

The moral perspective of justice proposes that when confronted by another person's mistreatment, third parties can experience a deontic response, that is, an evolutionary-based emotional reaction that motivates them to engage in retribution toward the transgressor. In this article, we tested whether the third party's deontic reaction is less strong when a rational (vs. experiential) processing frame is primed. Further, we tested whether third parties high (vs. low) in moral identity are more resistant to the effects of processing frames. Results from a sample of 185 French managers revealed that following an injustice, managers primed to use rational processing reported lower retribution tendencies compared with managers primed to use experiential processing. Third parties high in moral identity, however, were less affected by the framing; they reported a high retribution response regardless of processing frame. Theoretical and practical implications of these findings are discussed.

Abstract Although workplace incivility has become increasingly researched in recent years, little is known about the degree to which individual differences affect both the perception and experience of incivility. The current study sought to determine whether personality characteristics were predictive of perceptions of incivility. A total of 708 undergraduates from a large Midwestern university were exposed to a series of vignettes describing behaviors that could potentially be perceived as uncivil, and were asked to rate the degree to which each of these were perceived as rude. Results indicated that agree-ableness, emotional stability, and openness were negatively related to perceptions of incivility, whereas positive affect (PA), negative affect (NA), and trait anger were positively related to perceptions of incivility. When all personality variables were analyzed together, PA and trait anger explained the most variance in incivility perceptions, whereas NA was no longer significant in this model. In an exploratory analysis, we also found that supervisor-perpetrated incivility was perceived as more uncivil than coworker or customer incivility. Implications of these findings for future incivility research are discussed.

This study experimentally tests the contributions of specific appraisals, considered at both molecular (appraisal components) and molar (core relational themes) levels of analysis, to the experience of four emotions (anger, guilt, fear/anxiety, and sadness) using a two-stage directed imagery task. In Stage 1, subjects imagined themselves in scenarios designed to evoke appraisals hypothesised to produce either anger or sadness. In Stage 2, the scenarios unfolded in time to produce a second manipulation designed to systematically evoke the appraisals hypothesised to produce each of the four emotions under study. The results provided substantial support for the theoretically specified appraisal-emotion relationships for anger, guilt, and fear/anxiety

Abstract This paper reviews empirical evidence on psychological detachment from work during nonwork time. Psychological detachment as a core recovery experience refers to refraining from job-related activities and thoughts during nonwork time; it implies to mentally disengage from one's job while being away from work. Using the stressor-detachment model as an organizing framework, we describe findings from between-person and within-person studies, relying on cross-sectional, longitudinal, and daily-diary designs. Overall, research shows that job stressors, particularly workload, predict low levels of psychological detachment. A lack of detachment in turn predicts high strain levels and poor individual well-being (e.g., burnout and lower life satisfaction). Psychological detachment seems to be both a mediator and a moderator in the relationship between job stressors on the one hand and strain and poor well-being on the other hand. We propose possible extensions of the stressor-detachment model by suggesting moderator variables grounded in the transactional stress model. We further discuss avenues for future research and offer practical implications. Copyright 漏 2014 John Wiley & Sons, Ltd.

introduce a theory of affective experience at work which emphasizes the role of work events as proximal causes of affective reactions / discuss the structure of affective experiences, their situational and dispositional causes and their effects on performance and job satisfaction / [present] a general overview of the previous positions on job satisfaction, and then contrast these positions with one that focuses on affective experiences 3 theoretical approaches to job satisfaction [cognitive judgment approach, social influences approach, dispositional approach] / Affective Events Theory (AET): an overview / previous research consistent with AET [Hersey (1932), Herzberg, Mausner, and Snyderman (1959)] / the nature of emotions and moods / other causes of affect levels at work [dispositional influences on affect, environmental causes] / emotion episodes: the ebb and flow of emotional experience / affective cycles: exogenous and endogenous causes / affect and satisfaction judgments / affect and performance (PsycINFO Database Record (c) 2015 APA, all rights reserved)

Abstract Purpose – The purpose of this paper is to examine whether emotion- and problem-focussed employee coping styles affect the relationship between workplace incivility and job attitudes (job satisfaction, sense of community), and whether these effects vary by gender. Design/methodology/approach – Survey methodology was used to obtain self-report data from a sample of 314 working adults (90 percent Hispanic, 62 percent female) enrolled in courses at a public university. Findings – Targets of workplace incivility experienced lower job satisfaction and sense of community at work. Employees who typically used problem-focussed coping (PFC) to respond to work stressors experienced greater negative outcomes associated with incivility. Mixed results were found for employees who typically engaged in emotion-focussed coping (EFC) at work: frequent use of avoidant coping and religious coping buffered against the impact of incivility, however, support seeking coping styles strengthened the negative outcomes associated with incivility. These effects varied by gender. Practical implications – The results highlight the benefits of two EFC styles (religious coping, avoidance coping) in the context of workplace incivility. The findings also indicate limitations of PFC and support seeking coping in the context of incivility. Accordingly, the authors make suggestions for managers to facilitate employees to overcome problems of incivility. Originality/value – Few studies have investigated qualities that enable employees to effectively manage incivility. Further, the role of coping styles in relation to incivility is relatively unexplored. To address these gaps, the authors examined the extent to which PFC and EFC styles impact the relationship between incivility and work attitudes.

Abstract This research investigated the conditions under which exposure to incivility at work was associated with engaging in counterproductive work behavior (CWB). Drawing from stressor-strain and coping frameworks, we predicted that experienced incivility would be associated with engaging in production deviance and withdrawal behavior, and that these relationships would be strongest for employees who had high levels of job involvement and worked under task interdependent conditions. Gender differences in these effects were also investigated. A sample of 250 United States full-time employees from various occupations completed 2 waves (timed 6 weeks apart) of an online survey. Results indicate that employees with high job involvement were more likely to engage in production deviance and withdrawal behavior following exposure to incivility than were employees with low job involvement. The moderating effect of task interdependence varied by gender, such that the relationship between incivility and CWB was strengthened under high task interdependence for female employees, but weakened under high task interdependence for male employees. These findings highlight that certain work conditions can increase employees' susceptibility to the impacts of incivility, leading to harmful outcomes for organizations. (PsycINFO Database Record

Salancik and Pfeffer (1977, 1978) proposed a model of social information processing that specified complex linkages between information, its social context, perceptions, attitudes, and behaviors. Research conducted on the model is reviewed from the perspective of the model linkages. Results indicate that few of the linkages proposed have been empirically tested, with consistent support found only for the effects of social information on satisfaction. Relevant models and concepts from the cognition, social judgment, persuasive communication, and attitude change literatures are used to extend the social information processing perspective to include personal and situational factors related to depth of information processing, attitude strength and stability, and issues of time and attitude change. Revised models of social information processing are developed and directions for future research are presented.

Although previous studies have linked workplace incivility with various negative outcomes, they mainly focused on the long-term effects of chronic exposure to workplace incivility, whereas targets' short-term reactions to incivility episodes have been largely neglected. Using a daily diary design, the current study examined effects of daily workplace incivility on end-of-work negative affect and explored potential individual and organizational moderators. Data collected from 76 full-time employees across 10 consecutive working days revealed that daily workplace incivility positively predicted end-of-work negative affect while controlling for before-work negative affect. Further, the relationship was stronger for people with low emotional stability, high hostile attribution bias, external locus of control, and people experiencing low chronic workload and more chronic organizational constraints, as compared with people with high emotional stability, low hostile attribution bias, internal locus of control, and people experiencing high chronic workload and fewer chronic organizational constraints, respectively. (PsycINFO Database Record (c) 2014 APA, all rights reserved).