Coworker incivility and incivility targets' work effort and counterproductive work behaviors: The moderating role of supervisor social support.

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.

Observing workplace incivility.

“…Second, in a literature dominated by studies on target outcomes (e.g., Penney & Spector, 2005;Sakurai & Jex, 2012), our studies highlight the potential costs of incivility for instigators.…”

Why and when workplace ostracism inhibits organizational citizenship behaviors: An organizational identification perspective.

“…Accordingly, in order to observe the negative impact of workplace ostracism on organizational identification and then citizenship behavior, we conducted our first study with a six-month time lag, which has been applied to examine the consequence of workplace ostracism (e.g., Liu, Kwan, Lee, & Hui, 2013) or workplace mistreatment (e.g., Lian, Ferris, Morrison, & Brown, 2014;Tepper, 2000). Because "no one time lag by itself can give a complete understanding of a variable's effects" (Gollob & Reichardt, 1987, p. 82), and several studies have found that workplace ostracism and workplace mistreatment can predict psychological consequences with a two-to three-month lag (e.g., Leung et al, 2011;Sakurai & Jex, 2012), we used a different time frame in Study 2 (10 weeks) to explore the role of time in shaping the identification mechanism.…”

The Role of Quality of Work Life as a Predictor of Counterproductive Work Behavior

“…Despite using SET to explain CWB, Sakurai and Jex's (2012) study is limited to civil servants (nonpolice staff). Within the scope of police officers, Mc Carthy, Trougakos, and Cheng (2016) used SET to explain the performance of police personnel.…”

“…A sense of responsibility held by all parties arise from the provision of support/ material resources or affective support/trust flowing from the first party to the second party (and vise versa). Sakurai and Jex (2012) used SET to explain CWB. In their study, they explain that the lower the support from superiors (in terms of attention, empathy, appreciation, and information), the higher the employees' tendency to show CWB.…”

“…By revealing the significant aspects of QWL in explaining CWB among the members of police force, this study was expected to be the basis of policy/intervention program formulation for the POLRI organization. The efforts to reduce CWB based on research were: creating policies (regulations) that prevent CWB (Boye & Jones, 1997); organizational restructuring that lead to team work (organic structure; Kessler, 2007); treating employees fairly (interactional/justice policy; Chang & Smithikrai, 2010); providing supervisory support to subordinates (social support from supervisor; Sakurai & Jex, 2012); reducing job stressors (Brown, 2012); providing organizational support (Jacobs, Belschak, & Hartog, 2014); and providing a constructive feedback to those who commit CWB (Suyasa, 2015).…”