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Does Rudeness Really Matter? The Effects of Rudeness on Task Performance and Helpfulness
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. [ABSTRACT FROM AUTHOR] Copyright of Academy of Management Journal is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
... İşyeri nezaketsizliğinin bireysel sonuçlarına ilişkin birçok çalışma yer almaktadır. Bu çalışmalar yakından incelendiğinde işyeri nezaketsizliğinin üretkenlik karşıtı davranış, işe bağlılık, iş tatmini, işten ayrılma niyeti, işe devamsızlık ve olumsuz duygulanım, fiziksel ve psikolojik sağlık gibi hem bireyler hem örgütler üzerinde etkili olabilecek önemli çıktıları olduğu görülmektedir (Cortina vd., 2001: 64;Cortina vd., 2002: 235;Pearson ve Porath, 2005: 7;Dion, 2006:114;Porath ve Erez, 2007:1181Reio ve Ghosh, 2009: 237;Doğan ve Kılıç, 2014: 103;Kaya, 2015: 56;Işıkay, 2018: 8).İşyeri nezaketsizliğinin bireyler üzerindeki olumsuz etkilerinin yanı sıra örgütsel düzeyde de birçok olumsuz etkisinin olduğu çeşitli araştırmalarla keşfedilmiştir (Lim, Cortina ve Magley, 2008: 95). İşyeri nezaketsizliği özellikle örgütsel bağlılık, algılanan örgütsel adalet, örgütsel vatandaşlık, örgütsel güven ve performans gibi değişkenleri negatif yönde etkilemektedir. ...
... İşyeri nezaketsizliği özellikle örgütsel bağlılık, algılanan örgütsel adalet, örgütsel vatandaşlık, örgütsel güven ve performans gibi değişkenleri negatif yönde etkilemektedir. Personel devir hızını ise pozitif yönde etkilemektedir (Pearson vd., 2000: 130;Porath ve Erez, 2007: 1182Hutton ve Gates, 2008: 168;Lim ve Teo, 2009: 419;Porath ve Pearson, 2010: 65-66;Giumetti, Hatfield, Scisco, Schroeder, Muth, Kowalski, 2013: 304). ...
... Miner-Rubino ve Reed, (2010: 3148) tarafından yürütülen bir araştırmada ise meslektaş nezaketsizliğinin örgütsel güveni olumsuz etkilediği tespit edilmiştir. Porath ve Erez (2007: 1181 tarafından yapılan araştırmada ise nezaketsiz davranışların yardımseverliği azalttığı tespit edilmiştir. Buna göre işbirliği ve iletişimin de azalacağı söylenebilir. ...
Amaç –Bu çalışmanın amacı sağlık çalışanlarının deneyimlediği nezaketsiz davranışların, işyeri maneviyatını etkileyip etkilemediğini tespit etmektir.Yöntem –Araştırma nicel araştırma yöntemi ile gerçekleştirilmiştir. Bu kapsamda araştırmada anket tekniği benimsenmiştir. Araştırma Yozgat ve Kırıkkale illerinde bulunan Araştırma ve Uygulama Hastanelerinde aktif görev yapmakta olan sağlık çalışanlarının katılımı ile yürütülmüş ve toplam 367 sağlık çalışanından veriler elde edilmiştir. Veriler; demografik değişkenler, işyeri nezaketsizliği ve işyeri maneviyatı ölçeklerinden oluşan soru formu kullanılarak toplanmıştır. Elde edilen verilere normallik testi, güvenilirlik testi, tanımlayıcı istatistiki testler ve basit regresyon analizi uygulanmıştır.Bulgular –Yapılan analizler sonucunda sağlık çalışanlarının meslektaş, yönetici ve hasta/hasta yakınlarından deneyimlediği nezaketsizliğin işyeri maneviyatının alt boyutları olan anlamlı iş, topluluk bilinci ve iş değerleriyle uyum üzerinde negatif yönde ve zayıf düzeyde etkili olduğu tespit edilmiştir. Tartışma –Sağlık kurumlarında çalışanlar yapılan işin gereği olarak meslektaşları, yöneticileri ve hastalar/hasta yakınları ile ilişki ve iletişim halindedir. Bu süreçte zaman baskısı, aşırı iş yükü, net tanımlanmayan görevler sebebiyle çeşitli anlaşmazlıkların ortaya çıkması ise kaçınılmazdır. Bunun bir sonucu olarak sağlık çalışanları yönetici, meslektaş veya hasta/hasta yakınlarından nezaketsiz davranışlara maruz kalabilmektedir. Bu araştırmanın sağlık çalışanlarının çeşitli gruplardan deneyimlediği nezaketsiz davranışların işyeri maneviyatına etkisi belirlenerek sağlık kurumlarındaki çalışma ortamının iyileştirilmesine katkı sunacağı düşünülmektedir.
... Accordingly, research indicates that followers earn respect and status when they receive frequent positive emotional expressions, because consistent positivity signals social connection with and acceptance from their leaders (Fredrickson 2013, Diener et al. 2020. Conversely, followers benefit more from rare rather than more frequent negative expressions, because more frequent negative emotional expressions like anger signal disrespect and a lack of worth to recipients (Fitness 2000, Porath and Erez 2007, Gibson and Callister 2010, Wang et al. 2017. Whereas infrequent negative emotional expressions can have positive performance implications by capturing team members' attention-in effect, jolting team members-and redirecting them to pursue improvement opportunities (Staw et al. 2019, Toivonen et al. 2023, frequent negative emotional expressions make team members "focus on the overbearing nature of the leader or the inappropriateness of the affective display … preventing improvement" (Staw et al. 2019(Staw et al. , p. 1549. ...
... According to work drawing from the social-functional approach to emotions (Keltner and Haidt 1999), negative emotional expressions-those associated with subjective negativity (Tiedens and Linton 2001)-have been found to signal wrongdoing, avoidance, and even disrespect (Fitness 2000, Baumeister et al. 2007, Geddes and Callister 2007, Madera and Smith 2009, Gibson and Callister 2010. These functions of negative emotions have detrimental implications for performance when expressed more frequently (Porath andErez 2007, Gibson andCallister 2010), but can be helpful for performance when expressed rarely (Filipowicz et al. 2011, Visser et al. 2013, Staw et al. 2019. Thus, standalone negative emotions expressed more frequently during the midpoint phase may have negative implications for team members. ...
... Existing research establishes that when expressed rarely, negative leader emotional expressions can have beneficial implications for performance by jolting recipients to pursue situational opportunities for improvement (Staw et al. 2019, Toivonen et al. 2023). However, those benefits turn into costs when negative emotions are expressed more frequently, as increasing their frequency signals disrespect and a lack of worth to recipients (Fitness 2000, Porath and Erez 2007, Gibson and Callister 2010, Wang et al. 2017, unless the "impropriety threshold" of such negative expressions is raised to make their more frequent use more acceptable and appropriate (Cheshin et al. 2018). Indeed, past work indicates that positive emotional expressions have this ability to raise the "impropriety threshold" (Peralta et al. 2020). ...
Leader emotional expressions have profound implications for team members. Research has established that how frequently leaders express positive and negative emotional expressions shapes team member performance through conveying critical social-functional information about team member social worth. Yet, this social-functional approach to emotions has not fully considered how the timing of leader emotional expressions during a team’s lifecycle can also shape the information conveyed to individual team members about their social worth. In this paper, we integrate the social-functional approach to emotions with imprinting theory to propose that the temporal context of leader emotional expressions has performance implications for individual team members through two distinct facets of social worth: respect and status. Specifically, our imprinting framework explains how positive leader emotional expressions during the early team phase have the most beneficial performance implications through imprinting respect in individual team members. We then propose that these positive implications are amplified by more-frequent-than-average negative leader emotional expressions during the midpoint phase. When filtered through earlier positive expressions, negative emotional expressions during the midpoint phase may signal opportunities for respect and status gains rather than respect and status losses. We find general support for our model in a preregistered four-wave longitudinal archival study of 9,968 team members on 234 consulting teams at a leading professional services company and a four-wave longitudinal field study at a NCAA Division 1 sports program including 245 student-athletes and 86 coaches on 20 varsity teams. Our work highlights that the temporal context of leader emotional expressions is an important performance predictor through social worth.
Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2023.17390 .
... Additionally, observers can experience decreases in performance (Giumetti et al., 2013;Porath & Erez, 2007), increased feelings of helpfulness to support the victim (Porath & Erez, 2007), and feelings of need for retaliation toward not only the perpetrator(s) but also the organization for allowing the WI to occur (Kim & Shapiro, 2008). ...
... Additionally, observers can experience decreases in performance (Giumetti et al., 2013;Porath & Erez, 2007), increased feelings of helpfulness to support the victim (Porath & Erez, 2007), and feelings of need for retaliation toward not only the perpetrator(s) but also the organization for allowing the WI to occur (Kim & Shapiro, 2008). ...
With rude and discourteous encounters in the workplace becoming more
common, Workplace incivility (WI) is at an all-time high. As such, workers experience
levels of burnout from these negative social interactions. The literature concedes that the
results of these interactions lead to mounting burnout, causing negative physical and
emotional outcomes at the individual and organizational levels. Considering that the
literature also supports that employees have the potential to recover from burnout
symptoms through rest, obtaining the perception of control of their circumstances, and
cognitive reframing, the time and activities a worker spends at home carry the potential
for minimizing burnout from daily incivility. Recognizing the potential of home-based
activities and support to minimize burnout, this research emphasizes romantic partner
support as a means to manage stress. This study, grounded in the Conservation of
Resources Theory, explores the moderating effect of romantic partner support on the
relationship between daily WI and burnout recovery. Using a diary study method over
five consecutive workdays with 277 participants, the findings reveal a nuanced
interaction between workplace stressors and personal relationships. Individual differences
in romantic partner support were found to moderate the influence of WI on burnout
recovery. These results have real-world implications, especially in demanding work
environments, and extend previous research on WI, romantic partner support, and
exhaustion recovery. The study contributes to a more comprehensive understanding of
navigating workplace challenges and fostering resilience and well-being, concluding with
a discussion of findings and suggestions for practice and future research.
... Customers' rude treatment toward restaurant employees is unfortunately not a rare experience (Grandey et al., 2007). This type of mistreatment, namely customer incivility, occurs more frequently than extreme behaviors such as physical aggression towards service employees, despite its lower intensity (Porath and Erez, 2007). A survey conducted on 438 restaurant employees indicated that most of the respondents experienced customers' rude or uncivil behaviors, and they disproportionately related their job stress to those customers' uncivil behaviors (Hunter and Penney, 2014). ...
... A survey conducted on 438 restaurant employees indicated that most of the respondents experienced customers' rude or uncivil behaviors, and they disproportionately related their job stress to those customers' uncivil behaviors (Hunter and Penney, 2014). Customer incivility has been associated not only with employees' stress (Porath and Erez, 2007) but also with emotional exhaustion (Alola et al., 2019;Kern and Grandey, 2009) and further turnover behaviors (Han et al., 2016;Pu et al., 2022). After the COVID-19 vaccination was mandated for restaurant customers in some cities and states in the U.S., customers' uncivil behaviors have been frequently reported (Pruitt-Young, 2021). ...
In response to the unprecedented pandemic in recent history, COVID-19 vaccination mandates in the U.S. caused significant changes and disruption in hospitality operations and customer experiences. The primary goal of this study is to examine whether and how customer incivility induced by the COVID-19 vaccine mandate in the U.S. affects employees' behavioral outcomes (i.e., stress spread between employees and turnover intention) via psychological mechanisms (i.e., stress and negative emotion) and when the relationship is moderated by personal (employee prosocial motivation) and organizational (supervisor support) characteristics. Findings show that customer incivility increases employee turnover intention as well as interpersonal conflicts at work via increased stress and negative emotions. These relationships are weakened when prosocial motivation of employees and the level of supervisor support is high. Findings expand the occupational stress model by specifically incorporating the context of the COVID-19 vaccine mandate and further provide implications for restaurant managers and policy makers.
... Such aggressive behaviors (e.g., verbal and non-verbal) are perceived as threats to the well-being and self-esteem of frontline employees (Akkawanitcha et al., 2015). Other studies have found that employees who experience rude customers are less likely to be helpful (Porath & Erez, 2007), thus reducing the likelihood of satisfying customers. ...
Despite the significant role emotions play in business-to-business (B2B) sales transactions, the impact of salesperson emotional labor on well-being, specifically job satisfaction, has garnered limited attention. To address this gap, the present study examines the relationships among salesperson moral identity, emotional labor strategies, customer injustice, and job satisfaction. An analysis of responses from B2B salespeople reveals that moral identity internalization is positively related to deep acting and negatively to surface acting, whereas moral identity symbolization is positively related to both deep and surface acting. Furthermore, surface acting has a stronger unfavorable effect on customer injustice compared to deep acting, which in turn negatively influences job satisfaction. The paper concludes with theoretical contributions and managerial implications.
... Incivility triggers negative emotions, reinforces isolation, and reduces choice and response (Pearson & Porath, 2005;Pearson et al., 2001). Supervisor incivility is negatively related to employee's task performance and helpfulness (Porath & Erez, 2007). Supervisor incivility can cause emotional exhaustion and stress (Whitman et al., 2014). ...
Self-initiated expatriates are recognized as a major source of knowledge and have the potential of acting as key players in helping organizations gain and maintain competitive advantage. Using conservation of resources theory as a guiding theoretical framework, we examined the effect of job embeddedness on self-initiated expatriates’ knowledge sharing, as well as the moderating effects of career capital and supervisor incivility. We utilized a sample of 170 self-initiated expatriates and their supervisors working in public service organizations in the United Arab Emirates. Results showed that job embeddedness was positively related to the two facets of knowledge sharing: knowledge donating and knowledge collecting. The study also revealed that knowing how career capital positively moderated the relationship between job embeddedness and knowledge donating, while it did not moderate the relationship between job embeddedness and knowledge collecting. Supervisor incivility negatively moderated the relationship between job embeddedness and both knowledge donating and knowledge collecting. This study examines the motivational and contextual factors that affect knowledge sharing of self-initiated expatriates, which have previously been overlooked.
... Ancak, işyeri nezaketsizliği gibi olumsuz davranışların yaygınlaşması, çalışanların iş tatmini ve bağlılık düzeylerinde düşüşe yol açabilmektedir. İşyeri nezaketsizliği (workplace incivility), iş çalışanların birbirine saygısız veya kaba davranışlar sergilemesi olarak tanımlanabilir ve bu tür davranışlar hem psikolojik hem de duygusal olarak bireyleri olumsuz etkileyebilir (Andersson & Pearson, 1999;Porath & Erez, 2007;Schilpzand, Pater ve Erez, 2016). Özellikle özel sektördeki rekabetçi çalışma ortamlarında bu tür olumsuz davranışlar daha sık gözlemlenebilir. ...
This study aims to examine the effects of workplace incivility on job satisfaction and organizational commitment of
white-collar employees in the private sector. The research was conducted on 302 white-collar employees working in the
private sector in Ankara province in 2024, who were determined by convenience sampling method. The data were collected
through questionnaire method. Workplace incivility, job satisfaction (general, intrinsic and extrinsic) and organizational
commitment (affective, continuation and normative) scales were applied to the employees. The data obtained were
evaluated by Pearson correlation analysis and regression analysis. The results of the study showed that workplace incivility
had negative effects on overall job satisfaction, intrinsic satisfaction and extrinsic satisfaction. In addition, similar negative
effects were observed on organizational commitment in general, affective commitment and continuance commitment. These
findings suggest that workplace incivility has significant effects on employee performance and motivation.
... Ancak, işyeri nezaketsizliği gibi olumsuz davranışların yaygınlaşması, çalışanların iş tatmini ve bağlılık düzeylerinde düşüşe yol açabilmektedir. İşyeri nezaketsizliği (workplace incivility), iş çalışanların birbirine saygısız veya kaba davranışlar sergilemesi olarak tanımlanabilir ve bu tür davranışlar hem psikolojik hem de duygusal olarak bireyleri olumsuz etkileyebilir (Andersson & Pearson, 1999;Porath & Erez, 2007;Schilpzand, Pater ve Erez, 2016). Özellikle özel sektördeki rekabetçi çalışma ortamlarında bu tür olumsuz davranışlar daha sık gözlemlenebilir. ...
zet: Bu çalışma, özel sektörde beyaz yakalı olarak çalışanların işyeri nezaketsizliğinin iş tatmini ve örgütsel bağlılık üzerindeki etkilerini incelemeyi amaçlamaktadır. Araştırma 2024 yılında Ankara ilinde özel sektörde beyaz yakalı olarak çalışan kolayda örnekleme yöntemi ile belirlenmiş olan 302 çalışan üzerinde gerçekleştirilmiştir. Araştırmada veriler, anket yöntemi ile toplanmıştır. Çalışanlara işyeri nezaketsizliği, iş tatmini (genel, içsel ve dışsal) ve örgütsel bağlılık (duygusal, devam ve normatif) ölçekleri uygulanmıştır. Elde edilen veriler, Pearson korelasyon analizi ve regresyon analizi ile değerlendirilmiştir. Araştırma sonuçları, işyeri nezaketsizliğinin iş tatmini genel, içsel tatmin ve dışsal tatmin üzerinde negatif etkiler yarattığını göstermiştir. Ayrıca, örgütsel bağlılık genel, duygusal bağlılık ve devam bağlılığı üzerinde de benzer şekilde olumsuz etkiler gözlemlenmiştir. Bu bulgular, işyeri nezaketsizliğinin çalışan performansı ve motivasyonu üzerinde önemli etkiler doğurduğunu ortaya koymaktadır. Abstract: This study aims to examine the effects of workplace incivility on job satisfaction and organizational commitment of white-collar employees in the private sector. The research was conducted on 302 white-collar employees working in the private sector in Ankara province in 2024, who were determined by convenience sampling method. The data were collected through questionnaire method. Workplace incivility, job satisfaction (general, intrinsic and extrinsic) and organizational commitment (affective, continuation and normative) scales were applied to the employees. The data obtained were evaluated by Pearson correlation analysis and regression analysis. The results of the study showed that workplace incivility had negative effects on overall job satisfaction, intrinsic satisfaction and extrinsic satisfaction. In addition, similar negative effects were observed on organizational commitment in general, affective commitment and continuance commitment. These findings suggest that workplace incivility has significant effects on employee performance and motivation.
... Competitive individuals also tend to be disagreeable (Ross et al., 2003), contentious, and argumentative (Harris & Houston, 2010) which often leads the recipients of interactions with these individuals exposed to psychological distress (Tepper, 2000), negative feelings (Bowling & Beehr, 2006), and cognitive exhaustion (Rafaeli et al., 2012). Indeed, aggressive, disrespectful, and rude conversations (or actions) can be demoralizing and emotionally draining (Porath & Erez, 2007. Additionally, CWBs are also related to distress (Yuan et al., 2018), negative affectivity (Penney & Spector, 2005), and other correlates of poor Well-Being like insomnia (Yuan et al., 2018). ...
... İşyeri nezaketsizliğine yönelik literatürde yer alan bir diğer yaklaşıma göre ise işyerinde kasıtlı olsun ya da olmasın, sosyal normları ihlal eden duyarsız, saygısız ve kaba davranışlar nezaketsizlik olarak kabul edilmektedir (Cortina, 2008, s. 66;Porath ve Erez, 2007, s. 1181. Nezaketsiz davranışlar üstü kapalı, sözlü, pasif ve dolaylı davranışlar olarak nitelendirilmektedir. Genel olarak bu tür davranışlarda bulunan birey, bu durumun farkında olmayabilir ve karşısındakilere kazara zarar verebilir. ...
Çalışmanın amacı, kurumlarda işyeri nezaketsizliğine maruz kalmanın, çalışanların işte kendilerini yetiştirmeleri üzerindeki etkilerini tespit etmektir. Bu bağlamda işyeri nezaketsizliğinin, çalışanların yaptıkları işte kendilerini yetiştirmeleri üzerindeki etkisi ortaya konularak, bu ilişkide psikolojik sahiplenmenin ve örgütsel özdeşleşmenin nasıl bir role sahip oldukları belirlenmeye çalışılmıştır. Çalışmada, çalışanların işlerinde kendilerini yetiştirme çabalarına yönelik maruz kaldıkları nezaketsiz davranışların etkisine bakılmıştır. Bununla beraber, işletmelerde psikolojik sahiplenmenin düzenleyici rolü çerçevesinde, işyeri nezaketsizliği, örgütsel özdeşleşme ve işte kendini yetiştirme arasındaki ilişki incelenmiştir. Araştırmanın evreni Kütahya’daki alışveriş merkezleri çalışanlarından oluşmaktadır. Çalışmanın örneklemi tesadüfi örneklem yöntemiyle belirlenmiş olup, çevrimiçi anket yöntemiyle 324 çalışandan verilerin toplanması gerçekleştirilmiştir. Elde edilen verilerin analizinde SPSS 23 ve AMOS 24’ten yararlanılmıştır. Çalışma kapsamında güvenilirlik, faktör, korelasyon ve regresyon analizleri uygulanmıştır. Regresyon analizi sonucunda işyerinde maruz kalınan nezaketsiz davranışların, çalışanların işte kendilerini yetiştirmeleri üzerinde olumsuz ve anlamlı bir etkisi bulunduğu belirlenmiştir. Bunun yanı sıra, bu ilişkide örgütsel özdeşleşmenin aracı etkisi, psikolojik sahiplenmenin ise düzenleyici bir rolü olduğu bulgularına da erişilmiştir.
... İşyeri nezaketsizliğine yönelik literatürde yer alan bir diğer yaklaşıma göre ise işyerinde kasıtlı olsun ya da olmasın, sosyal normları ihlal eden duyarsız, saygısız ve kaba davranışlar nezaketsizlik olarak kabul edilmektedir (Cortina, 2008, s. 66;Porath ve Erez, 2007, s. 1181. Nezaketsiz davranışlar üstü kapalı, sözlü, pasif ve dolaylı davranışlar olarak nitelendirilmektedir. Genel olarak bu tür davranışlarda bulunan birey, bu durumun farkında olmayabilir ve karşısındakilere kazara zarar verebilir. ...
Çalışmanın amacı, kurumlarda işyeri nezaketsizliğine maruz kalmanın, çalışanların işte kendilerini yetiştirmeleri üzerindeki etkilerini tespit etmektir. Bu bağlamda işyeri nezaketsizliğinin, çalışanların yaptıkları işte kendilerini yetiştirmeleri üzerindeki etkisi ortaya konularak, bu ilişkide psikolojik sahiplenmenin ve örgütsel özdeşleşmenin nasıl bir role sahip oldukları belirlenmeye çalışılmıştır. Çalışmada, çalışanların işlerinde kendilerini yetiştirme çabalarına yönelik maruz kaldıkları nezaketsiz davranışların etkisine bakılmıştır. Bununla beraber, işletmelerde psikolojik sahiplenmenin düzenleyici rolü çerçevesinde, işyeri nezaketsizliği, örgütsel özdeşleşme ve işte kendini yetiştirme arasındaki ilişki incelenmiştir. Araştırmanın evreni Kütahya’daki alışveriş merkezleri çalışanlarından oluşmaktadır. Çalışmanın örneklemi tesadüfi örneklem yöntemiyle belirlenmiş olup, çevrimiçi anket yöntemiyle 324 çalışandan verilerin toplanması gerçekleştirilmiştir. Elde edilen verilerin analizinde SPSS 23 ve AMOS 24’ten yararlanılmıştır. Çalışma kapsamında güvenilirlik, faktör, korelasyon ve regresyon analizleri uygulanmıştır. Regresyon analizi sonucunda işyerinde maruz kalınan nezaketsiz davranışların, çalışanların işte kendilerini yetiştirmeleri üzerinde olumsuz ve anlamlı bir etkisi bulunduğu belirlenmiştir. Bunun yanı sıra, bu ilişkide örgütsel özdeşleşmenin aracı etkisi, psikolojik sahiplenmenin ise düzenleyici bir rolü olduğu bulgularına da erişilmiştir.
... Customer mistreatment, characterized by its subtle intensity and ambiguous intent, represents a form of deviant behavior (Lages et al., 2023;Porath and Erez, 2007;Sliter et al., 2010). This behavior fundamentally undermines the mutual respect inherent in workplace interactions, encompassing acts such as exclusion, insults, and disregard of employees' viewpoints (Sliter et al., 2010). ...
Purpose
Grounded in the conservation of resources theory, this study proposes the mechanisms and conditions under which customer mistreatment affects employee proactive behavior. This study focuses on insomnia as a mediating mechanism and resilience as a boundary condition for the indirect effect of customer mistreatment on employee proactive behavior via insomnia.
Design/methodology/approach
We conducted a single survey in two phases, with a time lag of three weeks, among 302 frontline South Korean employees. The data collected from these two points were then analyzed using hierarchical regression analysis and the PROCESS macro.
Findings
The findings demonstrated that there was a significant negative relationship between customer mistreatment and employee proactive behavior, and this relationship was mediated by insomnia. Furthermore, the results revealed that resilience moderates both the effect of customer mistreatment on insomnia and the indirect effect of customer mistreatment on employee proactive behavior through insomnia.
Research limitations/implications
This research primarily focuses on Korean frontline workers, potentially limiting cultural generalizability. The reliance on self-reported data may introduce common method bias. Future studies should diversify participant demographics and utilize multi-source feedback to validate findings. Grounded in the Conservation of Resource Theory, this study underscores the neglected linkage between customer mistreatment and proactive behavior, especially in frontline employees. We introduce insomnia as a pivotal mediator, deepening our understanding of why mistreatment dampens proactivity. Additionally, we spotlight the role of resilience, revealing its buffering effect against mistreatment’s adverse outcomes.
Practical implications
Organizations should be aware of the detrimental effects of customer mistreatment on frontline employees, as it can hamper proactive behavior, primarily through the exacerbation of insomnia. Implementing resilience-training programs can be a proactive step, offering frontline staff tools to buffer against such negative outcomes. Managers are encouraged to recognize and address instances of customer mistreatment and prioritize employee well-being, which in turn can foster a more proactive and resilient workforce, enhancing organizational performance and customer satisfaction.
Social implications
This study underscores the broader societal challenge of customer mistreatment in the service sector, highlighting its ripple effects on employee well-being and proactive behavior. It sheds light on the importance of fostering respectful interactions in public and private spaces, emphasizing mutual respect between customers and service providers. Recognizing the adverse impacts of mistreatment can prompt societal discourse on workplace ethics and encourage organizations to advocate for their employees' rights. Ultimately, nurturing a culture that condemns customer mistreatment can lead to healthier work environments, benefitting both employees and society at large.
Originality/value
This study presents a novel approach by investigating the impact of customer mistreatment on employee proactive behavior, considering insomnia as a mediator, a perspective that has received limited attention in existing literature. Additionally, it introduces the concept of resilience as a moderator, offering fresh insights into how individual resilience levels can affect the relationship between customer mistreatment and proactive behavior. The research goes beyond traditional analyses of workplace dynamics to explore the broader implications of these interactions on personal well-being and sleep patterns. Through the application of a moderated-mediation framework, this study enhances understanding of complex organizational behavior dynamics, particularly in the service sector, and provides valuable implications for both theoretical understanding and practical application.
... K. G. Lim & Teo, 2009). Cyber incivility includes the behavior of individuals through email that the recipient perceives as insensitive, disrespectful, and a violation of standards for mutual respect within an organization (Porath & Erez, 2007). Cyber incivility includes an anti-social behavior that violates social norms and injures others (Cortina, 2008). ...
In recent years, there has been an upswing in the research on cyber incivility and its impact on individuals and organizations. Despite its negative consequences, cyber incivility has become increasingly common in the workplace as an increasing number of employees use technology to communicate. This study investigated the impact of cyber incivility on the service innovation of Jordanian hotel workers and the mediating effects of leadership change. A comprehensive survey involving employees of Jordanian hotels was conducted, and responses were subjected to structural equation modeling analysis using Smart PLS 4.0 software. The analysis reveals that cyber incivility has a significant negative direct impact on service innovation, while transformational leadership demonstrates a positive and significant direct effect on service innovation. Additionally, the mediating role of transformational leadership in the relationship between cyber incivility and service innovation is negative and significant (β = −.171, ρ = 0.000), emphasizing its crucial contribution to mitigating the adverse effects of cyber incivility on service innovation in the hotel industry. These findings have important implications for hotel managers seeking to improve their employees’ service innovation and mitigate the negative effects of cyber incivility.
... Witnesses of incivility perform less well on complex and creative tasks. They are also less likely to be helpful, exhibit citizenship behaviors and more likely to engage in dysfunctional ideation Porath & Erez, 2007;Porath & Pearson, 2010). ...
This article is about development and validating workplace incivility scale
... WI is characterized by an unclear intent to harm and it may be because of the personality, situation, confusion, or mere coincidence while other types of aggressive behaviors have clear intent to harm the organization (Saher et al., 2021). Behaviors at workplace that are rude insensitive, and disrespectful and violate the social customs though they may not be deliberate, can be attributed as uncivil behaviors (Cortina et al., 2001;Porath & Erez, 2007). Such behaviors are subtle and covert and given the passive and low intensity of actions, perpetrators may refute such intent and cause harm accidentally (De Clercq et al., 2023). ...
Purpose: Considering the importance of despotic leadership to employees’ negative outcomes, this study explored how despotic leadership affects workplace incivility. Drawing on the dark side of leadership, the current study conceptualizes a model to explore the mechanism underlining the despotic leadership and workplace incivility relationship. Design/Methodology: A cross-lagged survey approach was employed to collect data from 249 employees through questionnaires from Pakistan’s healthcare sector. Model based on structural equation was employed for data analysis. Findings: Results of the study indicate that employees working in the health sector perceive incivility as a foremost consequence of despotic leadership, stress and emotional exhaustion. Originality: This research painted a more comprehensive picture of despotic leadership and workplace incivility relationship in the health sector. We conclude that leveraging the bright side while acknowledging the dark side of leadership is an appropriate coping strategy to deal with workplace incivility. The aim of this study is to understand relationship between despotic leadership (DL) and workplace incivility (WI) with serial mediation of stress and emotional exhaustion (EE) in healthcare sector. The study strives to present empirical evidence for negative impact of DL on WI and its toll on employee performance.
... In the workplace, harmonious relationships with coworkers and supervisors are a resource of value for employees because such relationships facilitate work, but also because civility contributes to employee well-being, reduces employee stress and cynicism, and generates a positive perception of the workplace (Megeirhi et al., 2020). However, employees must use resources-time, emotions, cognition, and social interactions-to cope when faced with incivility, depleting reserves required to do their job (Porath & Erez, 2007). While incivility itself is a stressor and drains emotional and cognitive resources, stress also occurs when resources are drawn down and employees are not able to replenish these depleted resources (Sliter et al., 2012;Taylor et al., 2017). ...
While extensive research documents that workplace incivility has negative consequences for both employees and organizations, there has been limited research on how workplace incivility experiences affect public-sector employees. This study examines the associations between workplace incivility experiences and public employee job satisfaction and job search behavior. Relying on the Conservation of Resources theory, this article develops a research model that suggests that workplace incivility experiences prompt job search by lowering employee job satisfaction. The analysis of survey data collected from 751 professional employees working in a state-level law enforcement agency shows that both supervisor and coworker incivility are associated positively with employee job search behavior, but supervisor incivility has a stronger association. Moreover, the analysis shows that the indirect effects of supervisor incivility and coworker incivility on job search behavior through job satisfaction are stronger for employees of color and weaker for older employees. These findings have implications for public-sector human resource management.
... It is considered a low-intensity form of workplace mistreatment however it can spiral into behaviors that increase in severity. Uncivil behaviors include, but are not limited to being interrupted, excluded, or spoken to rudely (Cortina et al., 2001) and are associated with decreased citizenship behaviors and task performance (Porath and Erez, 2007). Previous research indicates that incivility is muddled with ambiguous intent, however there is an opportunity to extend the current theory of workplace incivility and the mechanisms that influence incivility; thus, we draw on SET. ...
Purpose
The purpose of this study was to test a mediated-moderated model with revenge cognitions as a coping mechanism through which experienced incivility leads to perpetrated incivility. The authors further explore the role of organizational climate for incivility.
Design/methodology/approach
Two studies were tested utilizing ordinary least squares (OLS) regression and Hayes (2017) process for mediation and moderation. Study 1 was completed by 321 employees, and study 2 was completed by 197 employees each from across many occupations.
Findings
Study 1 results indicate support for a positive relationship between experienced incivility and perpetrated incivility. Study 2 results indicate support for a mediated-moderated relationship where experienced incivility was indirectly associated with incivility perpetration through revenge, and the perception of an incivility climate moderated this relationship.
Originality/value
This is the first study to examine revenge as an explanatory mechanism for responding to incivility. It addresses concerns about revenge cognitions to experiencing incivility and the role climate perceptions play in shaping whether an individual will reciprocate with an uncivil act. The authors’ results accentuate the need for organizations to decrease or eradicate incivility so that their employees can evade the associated adverse outcomes.
... Scholars (Cortina et al., 2001;Porath & Pearson, 2010) estimate that up to 96% of workers have experienced incivility as a target, with up to 99% having observed incivility. In comparison to nontargets, workers who experience incivility suffer from increased mental health problems (Cortina et al., 2001;Lim & Lee, 2011), are less satisfied with their jobs and perform more poorly (Cortina et al., 2001), are less engaged (Chen et al., 2013), and perform fewer citizenship behaviors (Porath & Erez, 2007). Targeted employees also report higher levels of work-family conflict (Lim & Lee, 2011), are more likely to consider leaving the organization (Laschinger et al., 2009), and are less committed to their jobs and the organization at large (Pearson et al., 2005). ...
This research examines workplace incivility through the lens of the focus theory of normative conduct, demonstrating effects of descriptive and injunctive norms on incivility perpetration. Using an experimental vignette methodology, Study 1 demonstrated that incivility intentions toward an insulting colleague were higher when organizational incivility (vs. civility) was described as both common (descriptive norm) and approved (injunctive norm). Study 2 disentangled the influences of descriptive from injunctive norms, demonstrating that each exerts an independent effect on incivility intentions. In Study 3, workers' perceptions of the descriptive and injunctive norms for incivility at their organizations predicted their uncivil intentions toward an insulting colleague—beyond the effects of other established workplace mistreatment predictors. Study 4 replicated these findings in predicting uncivil behavior frequency; additionally, job satisfaction accentuated the effects of both norm types and organizational identification amplified the effects of injunctive norms. Overall, results support key tenets of the focus theory of normative conduct, provide novel evidence for individual difference moderators of the norms' effects, and suggest that norm‐based persuasive messaging interventions may hold promise for discouraging workplace incivility.
... Thus, the employee's OCBI (e.g., orienting new employees) can be undermined. Indeed, several studies have found that employees' negative experiences in an organization (e.g., abusive supervision) can decrease their helping behaviors toward coworkers (Aryee et al. 2007, Porath and Erez 2007, Xu et al. 2012. ...
Many organizations have implemented internet monitoring to curb employees’ non-work-related internet activities during work hours, commonly referred to as “cyberloafing.” For managers, two primary considerations emerge: (1) the actual effectiveness of internet monitoring in diminishing cyberloafing and (2) any unintended side effects this monitoring might have on overall employee behavior. From a longitudinal field quasi experiment, we observed that although internet monitoring notably reduced cyberloafing because of amplified employee concerns about potential sanctions and privacy breaches, it unintentionally suppressed their organizational citizenship behavior (OCB). Moreover, a follow-up observation four months after introducing internet monitoring revealed that its capability to mitigate cyberloafing had weakened, yet the dampening effect on OCB continued. We conclude this paper by underlining the value of using internet monitoring as a feedback mechanism on employees’ online behavior, rather than solely as a deterrence measure.
... In our study, from the perspective of the social cognitive theory of self-regulation, we propose that abused employees' attributions of self-blame induce them to focus on their objective service performance, prompting them to take corrective measures that enforce compliance and make efforts to improve the situation in future. However, previous research has provided evidence of a negative relationship between self-blame and job performance (Porath & Erez, 2007;Schilpzand et al., 2016). This contrasting effect of self-blame on the target's job performance to our proposition highlights the two different components of self-blame (i.e., cognitive and affective components) (Garnefski et al., 2001;Tong et al., 2019). ...
The abusive supervision literature commonly suggests that employees who experience abuse from their supervisors may blame either the supervisors or the organization for the misconduct, leading to reduced job performance as a form of retaliation to ‘even the scales’. However, this study contributes to a recent stream of research that suggests one positive aspect of abusive supervision by highlighting the bright side of self-blame, where abused employees engage in prosocial behaviors to improve their situation, in order to negate any perception of themselves as victims. Drawing on the social cognitive theory of self-regulation, this study predicts a dual-stage moderated mediation pattern linking abusive supervision to objective service performance via abused employees’ self-blame, with interpersonal justice and work centrality as the first-stage moderators and core self-evaluation as a second-stage moderator. Using time-lagged and multi-source data collected from 411 employees, this study found that in a context of high interpersonal justice, work centrality, and core self-evaluation, abused employees blame themselves for the abusive supervision to negate any perception of themselves as victims, and subsequently make an attempt in the form of improving their objective service performance to prevent future supervisory misconduct. These findings challenge the predominant narrative by introducing circumstances in which abusive supervisors can elicit productive responses from their abused direct reports. This study also discusses the theoretical contributions and practical implications for managers, direct reports, and practitioners.
... When individuals experience significant levels of frustration or discontent, their emotions may become heightened, leading to a decreased ability to regulate their responses and maintain polite communication (Qassim & Abbas, 2022). Nevertheless, it is essential to recognize that while frustration and discontent can be triggers of impoliteness, they do not excuse or justify rude or disrespectful behavior (Porath & Erez, 2007). Promoting empathy, active listening, and respectful communication can help mitigate the adverse effects of frustration, fostering healthier online interactions and constructive dialogue. ...
Amid the COVID-19 pandemic, the Department of Education (DepEd) in the Philippines underwent significant changes in its pedagogical approach to adapt to the prevailing circumstances. Implementing new Learning Delivery Modalities (LDMs) was a response to the exigencies of the time. However, DepEd and its LDMs were not exempt from online criticism, particularly impoliteness comments, which proliferated across various social media platforms. This qualitative study employed a thematic content analysis approach to explore the triggers of impoliteness in 50 randomly selected comments from Facebook that were sampled using a quota sampling technique. Findings reveal four significant themes: frustration and discontent with education modalities, perceived inefficiency and incompetence, emotional impact and helplessness, and political frustration and dissatisfaction. Generally, the findings of this study indicate that a range of factors drives individuals to express impoliteness in online comments. This study emphasizes the need to address challenges in remote learning, improve leadership and decision-making, support emotional well-being, and prioritize education as a fundamental societal pillar. These implications can guide efforts to create a more effective and supportive education system. Other implications are delineated for educational institutions, policymakers, online communities, and future researchers.
... Rumination refers to the repetitive thinking of one's negative emotions, which is the wrong way of dealing with negative emotions (Nolen-Hoeksema et al., 2008). Rumination can aggravate the reaction to negative emotions, making employees more pessimistic and consuming more emotional resources (Porath & Erez, 2007). Therefore, employees' rumination can be regarded as an essential factor affecting the relationship between customer incivility and the adverse behavioral outcomes of employees. ...
Previous studies have focused on the internal factors of employee cheating behavior, but neglected the external factors, such as customer attitudes and behavior. Based on the conservation of resources theory, this study explores how customer incivility affects employee cheating behavior through harmonious passion and discusses the moderating role of employee rumination in the relationship between customer incivility and harmonious passion. Data was collected from 298 supervisor-subordinate dyads of 4- and 5-star hotels in China. The results show that customer incivility indirectly affects employee cheating behavior, while harmonious passion intermediates the process. Rumination moderates the relationship between customer incivility and harmonious passion, as well as the intermediary role of harmonious passion in the relationship between customer incivility and employee cheating. Theoretical and practical implications are discussed.
... Analysis was conducted to determine if correlations exist between staff enjoyment of collaborating with faculty, staff prior positive experience with such collaboration, willingness to collaborate, and descriptive words that indicated how well they described their relationship with staff (see Table 2 Faculty experiences, willingness to collaborate, and perceptions of staff were also analyzed (see Table 3 prior experiences at such collaboration, willingness to collaborate, and descriptions of faculty relations with staff were also conducted (see Table 4) (Klein, 2017). Additionally, this supports prior research that found that a culture in which incivility is commonplace discourages willingness to collaborate among employees (Porath & Erez, 2007). Quantitative findings from this study indicated the existence of many instances of disrespect between faculty and staff within this institution will likely discourage collaboration between these two, given that disrespectful interactions could likely be considered inconsiderate. ...
... Regarding behavioral strains, meta-analytic evidence shows that incivility is related to counterproductive work behavior (CWB) and task performance (Yao, et al., 2022) as well as turnover intentions (Namin, Ogaard, & Roislien, 2022). Prior research indicated that experienced incivility was associated with reduced citizenship behaviors (Porath & Erez, 2007;Taylor et al., 2012) and increased CWBs (Penney & Spector, 2005, Sakurai & Jex, 2012, often in the form of retaliation (Bunk & Magley, 2013;Kim & Shapiro, 2008). However, a causal relationship was not supported between incivility and future CWB (Meier & Spector, 2013), whereas a causal relationship with CWBs predicting future incivility was supported. ...
... 2001:64). İşyerinde nezaketsiz davranışları kaba davranışlar olarak niteleyen Porath ve Erez (2009:29) bu tür davranışları başkalarına karşı saygısızlık eden bir kişinin sergilediği duyarsız veya hürmetsiz davranışlar olarak tanımlamışlardır (Porath ve Erez, 2007:1181. Konuya ilişkin yapılan çalışmalarda işyerinde nezaketsiz davranışlara genellikle başkalarıyla saygısız veya küçük düşürücü konuşma, işyeri arkadaşlığından dışlama, başkalarını yok sayma, söz kesme, başkaları hakkında küçümseyici sözler söyleme veya diğer kaba davranışlar gibi davranışlar örnek verilmektedir (Kunkel ve Davidson, 2014:220;Bibi vd., 2013:319). ...
... The perception of manager's incivility behavior Incivility behaviors in the workplace, which are defined as "a deviant behavior type with low intensity, unclear intention but damaging the target" that occurs with the violation of the rules of mutual respect in the workplace (Andersson and Pearson, 1999, p. 457) are rude behaviors perceived by at least one of the parties (Porath and Erez, 2007). It can be said that An affective events theory approach incivility behaviors seen in workplaces are a set of behaviors that violate mutual respect and social moral norms (Giumetti et al., 2012). ...
Purpose
This study aims to reveal the association between task conflict and job satisfaction with the mediating role of incivility and the moderating role of self-esteem. In addition, the data collected from the UK and Turkey were analyzed separately, and the aim was to contribute to the literature in this field by analyzing the research model in a cultural context.
Design/methodology/approach
This research focuses on the relationship between managers and subordinates in organizations. In this study, a survey method was applied to 708 subordinates, both UK and Turkish citizens, working in nine different industries. The obtained data were first analyzed in combination; then, the data of both countries were analyzed separately, and the effect of cultural differences on the research model was investigated.>
Findings
According to the results obtained, the relationship between task conflict and job satisfaction is negative, and subordinates’ perceptions of incivility play a mediating role in this relationship. In addition, subordinates’ self-esteem level has a moderating role in the effect of task conflict on job satisfaction through incivility. However, there is no evidence of an effect of culture on this model.
Originality/value
This study contributes to the literature by presenting new evidence on the antecedents of job satisfaction. In addition, it is one of the pioneering studies that provides evidence of the impact of the perceptions and personal characteristics of disputants in a task conflict on task conflict outcomes. Furthermore, this study contributes to the limited cross-cultural studies in the conflict and job satisfaction literature.
... The prevalence, antecedents, and consequences of incivility have been examined, with the bulk of effort directed at understanding the ill effects of incivility on the target. It has been suggested that experiencing incivility is positively associated with job stress (Beattie & Griffin, 2014), jobwithdrawal and psychological distress (Lim et al., 2008), turnover intentions (Wilson & Holmvall, 2013), and negatively associated with job-satisfaction (Cortina et al., 2001), creativity (Porath & Erez, 2009), work effort (Sakurai & Jex, 2012), work performance (Porath & Erez, 2007), productivity (Meier & Spector, 2013), and mental and physical health (Miner-Rubino & Reed, 2010). The negative outcomes of workplace incivility are greater when the instigator is the boss or supervisor (Cortina & Magley, 2009). ...
Workplace incivility has been touted as a form of modern discrimination with serious negative consequences for the target. The increasingly unequal gender distribution in STEM workforce has also been attributed to workplace incivility. This study examines the lived experience of this covert mistreatment for women employees in STEM workplaces. Data from STEM women employees revealed a typology of STEM incivility, mapping onto ostracism, hostility, undermining, and sexual incivility. Further, the gendered nature and STEM-specific phenomenology of incivility against women employees, based on instigator characteristics, incivility frequency, and the general climate of STEM which aided or fostered interpersonal mistreatment was found. Drawing on affective events theory from organizational sciences and grounded in the STEM industry, this research examined the person-centric, emotional consequences of being a target of STEM incivility. Three broad themes that describe the first-person, felt-experience impact of mistreatment were as follows: discrete emotions, emotion regulation, duration of emotion experience. Upon encountering uncivil interpersonal experiences, participant reactions fell among one of four discrete emotional states: anger, fear, sadness, and surprise. Emotion regulation emerged as a key feature of the affective response. Specifically, STEM demands were tied to participant utilization of the regulation strategy of suppression to hide the felt emotion initially and reappraisal and response modulation over time. Importantly, although understood as a mild event, the emotional consequences of incivility were long-lasting such that they continued beyond the episode, lasting anywhere from two hours to a week. The STEM context was central to the emotion trajectories. Results are discussed with respect to work performance, attitudinal, and health-related consequences for women employees in STEM jobs. Practical implications are discussed with a special grounding in STEM context with an eye toward best practices for managing incivility for women in STEM.
... Rudeness is typically described as disrespectful and insensitive behavior displayed by a person that shows little regard for others (Porath & Erez, 2007). Encounters with rude persons seemed to be part and parcel of the everyday lives of older adults. ...
The topic of interest in the twenty-first century has shifted from ‘how long will I live’ to ‘if I am going to live a long time, how can I be happy in the process?’ The present chapter attempts to answer this question with particular reference to the Indian context. After reviewing the happiness literature on older people, we report the findings of a qualitative study on 56 older Indians. The primary aim of this study was to unearth their sources of happiness and unhappiness. Such studies are important given the uniqueness of the Indian sociocultural conceptions of aging and the relative dearth of such studies on older Indians. While there is a substantial body of literature on various age-related declines, studies such as the present one help readjust the balance by highlighting ways to enhance their well-being.KeywordsAgingGerontologyGero-psychologyOld ageOlder populationHappinessWell-beingReflexive thematic analysis
... To complete our conceptualization of perceived listening, we distinguish it from other related constructs (Podsakoff et al., 2016). The evaluation of listening is closely related to perceptions of empathy (Kellett et al., 2006), perspectivetaking (Lui et al., 2020), no rudeness (Porath & Erez, 2007), responsiveness (Reis & Clark, 2013), respect (Frei & Shaver, 2002), and feeling understood (Reis et al., 2017). Theoretically, perceived listening differs from all of these constructs in that it is based on evaluating the other person's behavior during or after a conversation (Kriz et al., 2021a, b). ...
The quality of listening in interpersonal contexts was hypothesized to improve a variety of work outcomes. However, research of this general hypothesis is dispersed across multiple disciplines and mostly atheoretical. We propose that perceived listening improves job performance through its effects on affect, cognition, and relationship quality. To test our theory, we conducted a registered systematic review and multiple meta-analyses, using three-level meta-analysis models, based on 664 effect sizes and 400,020 observations. Our results suggest a strong positive correlation between perceived listening and work outcomes, r ¯ = .39, 95% CI = [.36, .43], ρ ¯ = .44, with the effect on relationship quality, r ¯ = .51, being stronger than the effect on performance, r ¯ = .36. These findings partially support our theory, indicating that perceived listening may enhance job performance by improving relationship quality. However, 75% of the literature relied on self-reports raising concerns about discriminant validity. Despite this limitation, removing data solely based on self-reports still produced substantial estimates of the association between listening and work outcomes (e.g., listening and job performance, r ¯ = .21, 95% CI = [.13, .29], ρ ¯ = .23). Our meta-analyses suggest further research into (a) the relationship between listening and job knowledge, (b) measures assessing poor listening behaviors, (c) the incremental validity of listening in predicting listeners’ and speakers’ job performance, and (d) listening as a means to improve relationships at work.
... Any insensitive or disrespectful behavior at work, whether deliberate or not, that breaches social norms and is perceived as unfriendly by the target is referred to as incivility in management literature (Cortina, 2008;Pearson et al., 2001). As a result, incivility can be used to describe rudeness (Porath & Erez, 2007). Workplace incivility is generally defined as any disrespectful behavior that occurs at work over time, has low intensity, is simple to miss, and has negative impacts on the individual, the group, and the organization (Reio & Ghosh, 2009). ...
... To complete our conceptualization of perceived listening, we distinguish it from other related constructs (Podsakoff et al., 2016). The evaluation of listening is closely related to perceptions of empathy (Kellett et al., 2006), perspective-taking (Lui et al., 2020), no rudeness (Porath & Erez, 2007), responsiveness (Reis & Clark, 2013), respect (Frei & Shaver, 2002), and feeling understood (Reis et al., 2017). Theoretically, perceived listening differs from all of these constructs in that it is based on evaluating the other person's behavior during or after a conversation . ...
Kluger, A. N., Lehmann, M., Aguinis, H., Itzchakov, G., Gordoni, G., Zyberaj, J., & Bakaç, C. (in press). A meta-analytic systematic review and theory of perceived listening and job outcomes (performance, relationship quality, affect, and cognition). Journal of Business and Psychology.
Abstract
The quality of listening in interpersonal contexts was hypothesized to improve variety of work outcomes. However, research of this general hypothesis is dispersed across multiple disciplines and mostly atheoretical. We propose that perceived listening improves job performance through its effects on affect, cognition, and relationship quality. To test our theory, we conducted a registered systematic review and multiple meta-analyses, using a three-level meta-analysis models, based on 664 effect sizes and 400,020 observations. Our results suggest a strong positive correlation between perceived listening and work outcomes, ¯r = .39, 95%CI = [.36, .43], ρ ̅ = .44, with the effect on relationship quality, ¯r= .51, being stronger than the effect on performance, ¯r= .36. These findings partially support our theory, indicating that perceived listening may enhance job performance by improving relationship quality. However, 75% of the literature relied on self-reports raising concerns about divergent validity. Despite this limitation, removing data solely based on self-reports still produced substantial estimates of the association between listening and work outcomes (e.g., listening and job performance, ¯r = .21, 95%CI = [.13, .29], ρ ̅ = .23). Our meta-analyses highlight the need for further research into the relationship between listening and job knowledge, measures assessing poor listening behaviors, and the importance of considering listening as a potential predictor of listeners’ and speakers’ job performance, and a means to improve relationships at work.
Purpose
Drawing on the conservation of resource (COR) theory, this study examines the direct relationships between customer incivility and service effort behavior with psychological resilience mediating this association. Furthermore, the study also explores the moderated-mediation effect of internal locus of control.
Design/methodology/approach
Two studies were carried out, employing a time-lagged approach. In study 1, data were collected from 422 frontline service employees in the hospitality sector. This was followed by Study 2 in which data were collected from 530 frontline service employees in banking and retail industries. The data were analyzed using SPSS PROCESS macros and AMOS.
Findings
The results specified that customer incivility negatively influences service effort behavior among frontline service employees. Moreover, it was also found that psychological resilience mediated the negative association between customer incivility and service effort behavior. Finally, the results show that the moderated-mediation effect of internal locus of control was also supported.
Originality/value
The study is an attempt to broaden the frontier of customer incivility and highlight how it affects service effort behavior. The findings also highlight the mediating role of psychological resilience between customer incivility and service effort behavior. Moreover, this study makes an enriching contribution by exploring the moderating role of internal locus of control. To the best of our knowledge, such associations remain outside the purview of previous examinations.
Narcissism is a trait that comes in different forms (agentic, communal, and vulnerable), which are all marked by characteristics such as entitlement, self-centeredness, and little empathy for others. One reason narcissism has gained attention among scholars and laypeople alike is because of its implications for social relationships. Narcissists' behaviors frequently have negative consequences for others. Whether their relationships are with coworkers or close relationship partners, interactions with narcissists can be challenging and emotionally taxing. Despite this, there is a sparse amount of research that addresses how to cope with difficult narcissistic relationships. This Element includes an overview of the trait forms of narcissism and discusses its implications for their social relationships. It provides a background about the development of narcissism and offers some research-informed suggestions for how to cope in narcissistic relationships. Future directions for research are also discussed.
We examine how individual differences in self‐focused and other‐focused orientations relate to prosocial (e.g., helping, volunteerism) and antisocial (e.g., theft, violence) behaviours/attitudes. Using four datasets (total N = 176,216; across 78 countries), we find that other‐focused orientations (e.g., socially focused values, intimacy motivation, compassionate/communal traits) generally relate positively to prosocial outcomes and negatively to antisocial outcomes. These effects are highly consistent cross‐nationally and across multiple ways of operationalizing constructs. In contrast, self‐focused orientations (e.g., personally focused values, power motivation, assertive/agentic traits) tend to relate positively to both antisocial and prosocial outcomes. However, associations with prosocial outcomes vary substantially across nations and construct operationalizations. Overall, the effects of other‐focused orientations are consistently larger than those of self‐focused orientations. We discuss the implications of these findings for interventions that target self‐focused and other‐focused motivations to influence prosocial and antisocial outcomes.
يسعى هذا البحث للتعرف على مدى تفشي السلوك غير المهذب أو سلوك اللاتهذيب بين العاملين في الجامعات الفلسطينية، كما تهدف إلى الكشف عن مستوى الدافعية للإنجاز لديهم. بالإضافة إلى التعرف على العلاقة بين المتغيرين، وكذلك تأثير سلوك اللاتهذيب في مكان العمل على الدافعية للإنجاز. وقد اتبع البحث لتحقيق أهدافه المنهج الوصفي التحليلي، وقد استهدفت عينة قوامها (359) مفردة من الموظفين العاملين في الجامعات الفلسطينية حيث تم توزيع الاستبانة عليهم. وقد توصل البحث إلى أن سلوك اللاتهذيب كان بمعدل منخفض جداً إذ لم يتجاوز (34.9%)، في حين كان مستوى الدافعية للإنجاز مرتفعاً (83%). كما تبين أن هنالك علاقة عكسية ذات دلالة إحصائية بين سلوك اللاتهذيب والدافعية للإنجاز، وقد وجد البحث أن هنالك تأثير عكسي دال احصائياً لجميع أبعاد سلوك اللاتهذيب في الدافعية للإنجاز.
retkenlik karşıtı davranışlar negatif örgütsel davranış konuları arasında olup hem örgüt hem de birey için yıkıcı sonuçlara sebep olabilecek mahiyettedir. Üretkenlik karşıtı davranışlar, işletme performansı üzerinde olumsuz etkiler bırakarak ciddi finansal zararlara sebep olmaktadır. Finansal etkilerinin yanı sıra çalışanların ekstra rol davranışı ve örgüte yönelik tutumları üzerinde de önemli etkileri vardır. Literatürde, üretkenlik karşıtı davranışların işletme için önemine rağmen yeterince işlenmediği anlaşılmaktadır. Ötesinde üretkenlik karşıtı davranışları konu edinen araştırmaların kavramın teorik temellerine yer vermeden ele alındığına rastlamak mümkündür. Oysaki bir kavram onun ortaya çıkmasında etkili olan kuramsal gelişim sürecine göre ele alınırsa ancak doğru şekilde işlenebilir. Kaynakların korunması kuramının varsayımları özellikle üretkenlik karşıtı davranışların çalışanların tutum ve davranışları üzerindeki etkilerini, neden ve sonuçlarını açıklamada son derece etkili bir teorik temel sunmaktadır. Bu derleme, tarama araştırması üretkenlik karşıtı davranışlar kavramının ortaya çıkmasında ve temellendirilmesinde yararlanılan kuramlara yer vererek, kavrama ilişkin yaklaşımlar ve kavramın boyutlarını ele almıştır. Ayrıca, üretkenlik karşıtı davranışların genel örgüt araştırmalarında ve turizm araştırmalarındaki öncül ve ardılları incelenmiş, kavramın ele alınış biçimi tartışılarak kaynakların korunması kuramı varsayımları doğrultusunda kavramın diğer kavramlarla ilişkisinin açıklanmasının daha kolaylaştığına vurgu yapılmıştır. Bu gaye ile çalışmanın sonraki araştırmacıların kavramı ele alış şekline kılavuz etmesi amaçlanmıştır. Abstract Counterproductive work behaviors are among the negative organizational behavior issues and can cause devastating consequences for both the organization and the individual. Counterproductive work behaviors have negative effects on business performance, causing serious financial losses. Moreover, in addition to their financial impact, they also have significant effects on employees' extra-role behavior and attitudes towards the organization. It appears that counterproductive work behavior is not adequately addressed despite its importance to the business. Moreover, it is possible to encounter that studies on counterproductive work behaviors are discussed without including the theoretical foundations of the concept. However, a concept can only be processed correctly if it is handled according to the theoretical development process that was effective in its emergence. The assumptions of the conservation of resources theory provide an extremely effective theoretical basis, especially in explaining the effects, causes and consequences of counterproductive work behaviors on employees' attitudes and behaviors. This review survey includes the theories used in the emergence and foundation of the concept of counterproductive work behaviors, and discusses the approaches to the concept and the dimensions of the concept. In addition, the antecedents and consequences of counterproductive work behaviors in general organization research and tourism research were examined, and the way the concept was handled was discussed it was emphasized that it became easier to explain the concept's relationship with other concepts in line with the assumptions of the conservation of resources theory. For this purpose, the study is intended to guide future researchers' approach to the concept.
Utilizing insights from team regulation theory and social cognitive theory, this research conducted empirical testing through a field survey involving engineering teams. This research is significant as it inspires teams to effectively harness their learning capacity, thereby enhancing collective motivation for future success. The results showed (1) collective learning efficacy mediated the negative relationship between negative learning emotions and team performance, (2) collective learning efficacy mediated the positive relationship between learning goal orientation and team performance, and (3) relationship conflict moderated the relationship between negative learning emotions and collective learning efficacy. Team leaders can employ strategies to reignite team workers' enthusiasm for enhancing learning goal orientation and to redirect their focus away from negative emotional states. These efforts can lead to enhanced collective learning efficacy and overall performance.
Employees who perceive their supervisors to listen well enjoy multiple benefits, including enhanced well-being. However, concerns regarding the construct validity of perceived-listening measures raise doubts about such conclusions. The perception of listening quality may reflect two factors: constructive and destructive listening, which may converge with desired (e.g., humility) and undesired (e.g., rudeness) supervisor-subordinate relationship behaviors, respectively, and both may converge with relationship quality (e.g., trust). Therefore, we assessed the convergent validity of four perceived listening measures and their divergent validity with eight measures of supervisor-subordinate relationship behaviors, eight relationship-quality measures, and a criterion measure of well-being. Using data from 2,038 subordinates, we calculated the disattenuated correlations and profile similarities among these measures. The results supported convergent but not divergent validity: 58.7% (12.6%) of the correlations expected to diverge had confidence intervals with upper limits above 0.80 (0.90), and 20% of their profile-similarity indices were close to 1. To probe these correlations, we ran a factor analysis revealing good and poor relationship factors and an exploratory graph analysis identifying three clusters: positive and negative relationship behaviors and relationship quality. A post-hoc analysis indicated that relationship-quality mediates the effect of the positive and negative behaviors on well-being. The results demonstrate the challenge of differentiating the perception of listening from commonly used supervisor-subordinate relationship constructs, and cast doubts on the divergent validity of many constructs of interest in Organizational Behavior. However, using the “sibling” constructs framework may allow disentangling these highly correlated relationship constructs, conceptually and empirically.
Medical errors are rampant across healthcare settings, imposing a significant burden on patient safety. Here, we examined the ripple effects of diversity splits, or faultlines, within hospital teams on patient safety and care. Hospitals consist of hierarchical, mixed-gender, and multiracial units that are prone to conflict. Within a diverse unit, faultlines can occur when multiple attributes (e.g., gender and race) of unit members align and divide a unit into two or more homogeneous subgroups. Yet, little is known about how such faultlines influence patients. Hierarchical path modeling of data collected from 1,102 hospital employees and 4,138 patients across 38 hospital units illustrated that when strong faultlines formed through homogenous subgroups within hospital units resulted in decreased civility among staff. This incivility was related to higher rates of medical error and patient deaths. A 10% increase in unit incivility was linked to a maximum 8.87% increase in healthcare-associated infection rates and a maximum 10.59% increase in mortality rates. However, we found patients within units high on collaborative cultures for managing conflicts—that fostered mutual respect, active listening, and openness to differing opinions—experienced fewer medical errors and lower mortality rates, regardless of strong faultlines. These findings offer an evidence-based, culture-focused approach to reducing medical errors and improving the quality of patient care.
Negative work behavior (NWB) occurs with concerning frequency in virtual work environments. Despite their prevalence and a substantial, multidisciplinary research literature on virtual negative behaviors in general, we lack clear answers regarding if, how, and why conditions differentiating virtual (i.e., computer-mediated) from face-to-face (F2F) work impact perpetrators’, victims’, and bystanders’ involvement in NWB. These questions remain because of an assumed isomorphism (i.e., identical form) within the literature on NWB in F2F and virtual work. We explain why we cannot assume that what is known about perpetrator engagement, victim experience, and bystander intervention from studying F2F NWB applies uniformly to virtual negative work behavior (VNWB). Specifically, we identify how eight conditions of the virtual workplace facilitate three psychological enablers (i.e., ambiguity, anonymity, and (un)accountability) of perpetrators’, victims’, and bystanders’ involvement in VNWB. In doing so, this integrative conceptual review advances a coherent understanding of what is (un)known about VNWB, integrates fragmented theoretical literature, and guides practical intervention. Importantly, we identify limitations of existing research practices that threaten the validity and generalizability of empirical findings. If not addressed, these issues will continue to undermine theoretical development and empirical investigations of F2F NWB and VNWB. Finally, this review points to new areas of inquiry that will meaningfully advance the understanding of NWB in the modern, increasingly virtual workplace.
Incivility is a common issue within healthcare in the UK and internationally. Experienced by at least one-third of staff within the UK National Health Service, incivility has been demonstrated to have significant negative implications on both patient care and healthcare staff. These include contributing to direct medical errors, diagnostic inaccuracy and team communication, with a large associated cost burden, while for staff it has significant negative impacts on retention, productivity and morale. Proposed methods do already exist to both prevent and address incivility, and it is in the interest of healthcare institutions, for their patients and staff, to investigate incivility and adopt these methods. This review explores existing literature on the effects of incivility, researched strategies to address it, as well as the proposed ways of integrating these. Through raising awareness and exploring these issues, our aim is to increase recognition of incivility, as well as inspire healthcare managers and leaders to collectively take efforts to reduce the rates of incivility.
The current work examined whether being forgotten or remembered by a boss or a coworker affects employee's interpersonal closeness to that person and, in turn, affective organizational commitment (AOC). A first correlational study examined these possibilities in an employed student (1a) and general employed (1b) samples. Perceived memory by both bosses and coworkers was a significant predictor of closeness to the boss or coworker and, in turn, of AOC. The indirect effect of perceived memory on AOC was stronger for boss memory than coworker memory, but only when memory ratings were supported by specific examples of memory. Study 2 provided additional support for the direction of effects posited in Study 1 using vignettes depicting memory and forgetting in the workplace. Overall, these findings suggest that perceptions of boss and coworker memory have an effect on employee's AOC through interpersonal closeness, and that this indirect effect is stronger for boss memory.
Conventional wisdom has regarded low self-esteem as an important cause of violence, but the opposite view is theoretically viable. An interdisciplinary review of evidence about aggression, crime, and violence contradicted the view that low self-esteem is an important cause. Instead, violence appears to be most commonly a result of threatened egotism—that is, highly favorable views of self that are disputed by some person or circumstance. Inflated, unstable, or tentative beliefs in the self’s superiority may be most prone to encountering threats and hence to causing violence. The mediating process may involve directing anger outward as a way of avoiding a downward revision of the self-concept.
Using a mood-as-input model, the authors identified conditions under which negative moods are positively related, and positive moods are negatively related, to creative performance. Among a sample of workers in an organizational unit charged with developing creative designs and manufacturing techniques, the authors hypothesized and found that negative moods were positively related to creative performance when perceived recognition and rewards for creative performance and clarity of feelings (a metamood process) were high. The authors also hypothesized and found that positive moods were negatively related to creative performance when perceived recognition and rewards for creativity and clarity of feelings were high.
This study investigated the relationships between blame, victim and offender status, and the pursuit of revenge or reconciliation after a personal offense. Results from a sample of 141 government agency employees showed that blame is positively related to revenge and negatively related to reconciliation. In addition, victim-offender relative status moderated the relation between blame and revenge such that victims who blamed sought revenge more often when the offender's status was lower than their own. The victims' own absolute hierarchical status also moderated this relation such that lower, not higher, status employees who blamed sought revenge more often.
Conventional wisdom has regarded low self-esteem as an important cause of violence, but the opposite view is theoretically viable. An interdisciplinary review of evidence about aggression, crime, and violence contradicted the view that low self-esteem is an important cause. Instead, violence appears to be most commonly a result of threatened egotism--that is, highly favorable views of self that are disputed by some person or circumstance. Inflated, unstable, or tentative beliefs in the self's superiority may be most prone to encountering threats and hence to causing violence. The mediating process may involve directing anger outward as a way of avoiding a downward revision of the self-concept.
Content analysis of 122 social psychology textbooks confirmed that displaced aggression received a surge of attention immediately following J. Dollard, L. W. Doob, N. E. Miller, O. H. Mowrer, and R. R. Sears (1939), but subsequent interest sharply declined. Contemporary texts give it little attention. By contrast, meta-analysis of the experimental literature confirms that it is a robust effect (mean effect size = +0.54). Additionally, moderator analyses showed that: (a) The more negative the setting in which the participant and target interacted, the greater the magnitude of displaced aggression; (b) in accord with N. E. Miller's (1948) stimulus generalization principle, the more similar the provocateur and target, the more displaced aggression; and (c) consistent with the contrast effect (L. Berkowitz & D. A. Knurek, 1969), the intensity of initial provocation is inversely related to the magnitude of displaced aggression.
An interactive model of social undermining and social support in the workplace was developed and tested among police officers in the Republic of Slovenia. As predicted, social undermining was significantly associated with employee outcomes, in most cases more strongly than was social support. High levels of undermining and support from the same source were associated with negative outcomes. However, support from one source appeared to only modestly attenuate the negative effects of social undermining from another source.
In recent studies of the structure of affect, positive and negative affect have consistently emerged as two dominant and relatively independent dimensions. A number of mood scales have been created to measure these factors; however, many existing measures are inadequate, showing low reliability or poor convergent or discriminant validity. To fill the need for reliable and valid Positive Affect and Negative Affect scales that are also brief and easy to administer, we developed two 10-item mood scales that comprise the Positive and Negative Affect Schedule (PANAS). The scales are shown to be highly internally consistent, largely uncorrelated, and stable at appropriate levels over a 2-month time period. Normative data and factorial and external evidence of convergent and discriminant validity for the scales are also presented. (PsycINFO Database Record (c) 2010 APA, all rights reserved)
"Positive Affect and Decision Making" / A. M. Isen
"A Goal Appraisal Theory of Emotional Understanding: Implications for Development and Learning" / N. L. Stein, T. Trabasso and M. D. Liwag
"Cognitive and Social Construction in Emotions" / P. N. Johnson-Laird and K. Oatley
"Emotion and Memory" / W. G. Parrott and M. P. Spackman
"Emotion Concepts" / J. A. Russell and G. Lemay
"Current Directions in Emotional Intelligence Research" / P. Salovey, B. T. Bedell, J. B. Detweiler and J. D. Mayer. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
In moderated regression analysis with both a continuous predictor and nominal-level (group membership) variables, there are conditions in which the hypothesis of equal slopes of the regression of
Y onto
X across groups is equivalent to the hypothesis of equality of
X–
Y correlations across groups. This research uses those conditions to investgate the impact of heterogeneity of error variance on the power accuracy of the
F test for equality of regression slopes. The results show that even when sample sizes are equal, the test is not robust and, under unequal sample sizes, the pattern of excessively high or excessively low rejection rates can be severe. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Effect size is becoming an increasingly popular measure of the importance of an effect, both in individual studies and in meta-analyses. However, a large effect size is not the only way to demonstrate that an effect is important. This article describes 2 alternative methodological strategies, in which importance is a function of how minimal a manipulation of the independent variable or how difficult-to-influence a dependent variable will still produce an effect. These methodologies demonstrate the importance of an independent variable or psychological process, even though they often yield effects that are small in statistical terms. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Two central constructs of applied psychology, motivation and cognitive ability, were integrated within an information-processing (IPR) framework. This framework simultaneously considers individual differences in cognitive abilities, self-regulatory processes of motivation, and IPR demands. Evidence for the framework is provided in the context of skill acquisition, in which IPR and ability demands change as a function of practice, training paradigm, and timing of goal setting (GS). Three field-based lab experiments were conducted with 1,010 US Air Force trainees. Exp 1 evaluated the basic ability–performance parameters of the air traffic controller task and GS effects early in practice. Exp 2 evaluated GS later in practice. Exp 3 investigated the simultaneous effects of training content, GS and ability–performance interactions. Results support the theoretical framework and have implications for notions of ability–motivation interactions and design of training and motivation programs. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Nurses and support staff (
N = 465; mostly women) participated in a survey study examining the relationships among helping, help seeking, quality of work relationships, and job and individual factors. The results were consistent with a model that linked relationship quality and helping behavior and linked 1 person's help seeking and the other's helping. The results were also consistent with a model that linked relationship quality and an individual's judgments about the costs of seeking help. Finally, there was support for relationships between help seeking and job demands and task interdependence, suggesting indirect relationships with helping. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This paper explores retribution both from the perspective of justice, as well as the reciprocity norms on which assessments of justice and injustice are based. It has suggests three primary mechanisms for retribution: retributory recompense, retributory retaliation, and retributory impression management. Retribution and revenge are sensitive topics. Like beating one's spouse, few people like to confess to such behaviors or to such desires. Although concern with justice is seen as legitimate, concern with frequently vengeance is not. As noted by Jacoby (1983), Maidanek survivors who testified at the deportation hearings for Hermine Ryan, an officer of Maidanek, were asked by the defense if they were "out for revenge." Recognizing that seeking revenge would be seen as illegitimate, the survivors replied that they only wanted justice. Although frequently implied, justice and revenge are not mutually exclusive.A desire for retribution does not require rationalization. "A victim wants to see an assailant punished not only for reasons of pragmatic deterrence but also as a means to repairing a damaged sense of civic order and personal identity. Deterrence and retribution are hardly identical, but the former invariably involves an element of the latter (Jacoby, 1983:9)."In this paper, I attempt to take the perspective of the employee reacting against a perceived injustice, attempting to resolve the injustice through retribution. I remain largely silent on the perspective of the employer, not because it is not of interest, but because the current research more adequately addresses the employer's perspective and ability to enact various forms of justice. Retributive justice is one form of justice that can be enacted by not only the powerful, but also the powerless. By taking the perspective of the employee and by looking at the relatively less-studied form of justice, we may obtain a more complete understanding of behavior in organizations.
In the short time since the publication of the Handbook of Positive Psychology, research results on the psychology of human strengths have proliferated. However, no major volume has documented the methods and theory used to achieve these results. Oxford Handbook of Methods in Positive Psychology fills this need, providing a broad overview of diverse contemporary methods in positive psychology. With contributions from both leading scholars and promising young investigators, the handbook serves to illuminate and, at times, challenge traditional approaches. Incorporating multiple levels of analysis, from biology to culture, the contributors present state-of-the-art techniques, including those for estimating variability and change at the level of the individual, identifying reliability of measurements within and across individuals, and separating individual differences in growth from aspects of phenomena that exhibit shorter-term variability over time. The volume covers such topics as wisdom, health, hope, resilience, religion, relationships, emotions, well-being, character strengths, and laughter. It enhances our understanding of the balance between human deficits and strengths and demonstrated their connections to other problems. Oxford Handbook of Methods in Positive Psychology will be the essential reference for methods in positive psychology.
Emotional processes influence a wide range of mental and physical systems, which makes them difficult to understand from a single perspective. In this special issue of the Review of General Psychology, contributing authors present 4 articles that draw from several areas within psychology in the service of understanding a topic relevant to emotion. In this overview, the authors argue that the long neglect of the scientific study of complex processes such as emotion might be linked, in part, to the fractionation of the field into specialized subdisciplines. Just as emotions were of central concern in the early years of psychology (which was a generalist's era), as psychology moves toward more integration in the late 20th century broad phenomena such as emotions are once again central interests. The 4 articles of this special issue are briefly reviewed as exemplars of an integrated approach to understanding emotional phenomena.
The authors tested whether happy moods increase, and sad moods decrease, reliance on general knowledge structures. Participants in happy, neutral, or sad moods listened to a "going-out-for-dinner" story. Happy participants made more intrusion errors in recognition than did sad participants, with neutral mood participants falling in between (Experiments 1 and 2), Happy participants outperformed sad ones when they performed a secondary task while listening to the story (Experiment 2), but only when the amount of script-inconsistent information was small (Experiment 3 ). This pattern of findings indicates higher reliance on general knowledge structures under happy rather than sad moods. It is incompatible with the assumption that happy moods decrease either cognitive capacity or processing motivation in general, which would predict impaired secondary-task performance.
The authors summarize developments in the concept of working memory as a multicomponent system, beginning by contrasting this approach with alternative uses of the term working memory. According to a 3-component model, working memory comprises a phonological loop for manipulating and storing speech-based information and a visuospatial sketchpad that performs a similar function for visual and spatial information. Both are supervised by a central executive, which functions as an attentional control system. A simple trace-decay model of the phonological loop provides a coherent account of the effects of word length, phonemic similarity, irrelevant speech, and articulatory suppression in verbal short-term memory tasks. This model of the loop has also proved useful in the analysis of neuropsychological, developmental and, cross-cultural data. The notion of the sketchpad is supported by selective interference with imagery in normal adults and by specific neuropsychological impairment. Analysis of the central executive is illustrated by work on deficits in the ability to coordinate subproccesses in Alzheimer's disease.
This article examines the truism that studies from psychological laboratories are low in external validity. Past rational and empirical explorations of this truism found little support for it. A broader empirical approach was taken for the study reported here; correspondence between lab and field was compared across a broad range of domains, including aggression, helping, leadership style, social loafing, self-efficacy, depression, and memory, among others. Correspondence between lab- and field-based effect sizes of conceptually similar independent and dependent variables was considerable. In brief, the psychological laboratory has generally produced psychological truths, rather than trivialities. These same data suggest that a companion truism about field studies in psychology—that they are generally low on internal validity—is also false.
The experience sampling method is used to measure variance over time in events, moods, and behaviours in the work setting via palmtop computers in a sample of 41 employees. Theoretical propositions about event–mood–behaviour relations are derived from Affective Events Theory (Weiss & Cropanzano, 1996) and tested using within- and between-persons variance. The experiment found 56% of the variance in hedonic tone of mood was within- rather than between-persons. Hedonic tone was significantly related to both positive and negative work events in expected directions. The relationship between negative events and mood was approximately five times stronger than that between positive events and mood, even though positive events were reported three to five times more frequently than negative events. Hedonic tone was positively related to engaging in work withdrawal and negatively related to engaging in work tasks. Implications of these findings as well as the use of experience sampling for the study of dynamic workplace variables are discussed.
nvestigated the role of honor concerns in mediating the effect of nationality and gender on the reported intensity of anger and shame in reaction to insult vignettes. Spain, an honor culture, and The Netherlands, where honor is of less central significance, were selected for comparison. A total of 260 (125 Dutch, 135 Spanish) persons (mean age 21.9 yrs) participated in the research. Participants completed a measure of honor concerns and answered questions about emotional reactions of anger and shame to vignettes depicting insults in which type of threat was manipulated. It was found that Spanish participants responded especially intensely to insults that threaten family honor, and that this effect of nationality on emotional reactions to threats to family honor was mediated by individual differences in concern for family honor.
I. Overview. Introduction. The Design of This Study. II. The Antecedents of Cooperative Behavior. Why Study Cooperative Behavior in Groups. Instrumental Motivations for Engaging in Cooperative Behavior. Internally-driven Cooperative Behavior. III. The Influence of Justice: Procedual Justice and Cooperation. The Influence of Justice Based Judgments. Procedural Justice and Cooperative Behavior. IV. The Meaning of Procedual Justice: The Four Component Model. Relational Models of Procedual Justice. A Two Component Model of Procedural Justice: Quality of Decision-making and Quality of Treatment. Creating a Four Component Model of Procedural Justice: Adding the Distinction Between Formal and Informal Sources of Justice. V. Social Identity and Cooperative Behavior: Status and Psychological Engagement. Social Identity and Cooperative Behavior. Justice and Group Status: The Antecedents of Status Evaluations. Psychological Engagement with the Group. VI. Discussion Conclusion: Understanding Group Behavior From a Non-Instrumental Perspective. VII. References. VIII. Appendices
Two experiments investigated the effects of experimentally induced mood states on memory and judged comprehension of stories. The experiments examined the issue of whether induction of a depressed mood would affect prose memory and comprehension and impair the ability of individuals to use prior knowledge, activated by way of a title, in remembering the passage. In Experiment 1, depressed subjects who were given a title for the passage recalled fewer idea units when compared with neutral control conditions, but no depressive deficit in recall occurred in the absence of a title. In Experiment 2 the same pattern of results occurred when subjects learned two successive passages. The depressive deficits obtained were interpreted in terms of a resource allocation model which proposes that emotional states increase the production of irrelevant, competing thoughts that interfere with processes important in remembering the criterion passage. Alternative explanations involving cognitive initiative and schema theory were discussed. Finally, judgments of comprehension predicted passage recall and were better predictors for neutral than depressed mood subjects. A depressed mood state did not affect average judgments of comprehension even when recall was correspondingly impaired.
This paper explores interdependences between cognitive and excitatory processes that concur during experiences of acute anger and the performance of aggressive actions, and it develops the implications of these interdependencies for anger and aggression. Specifically, the influence of cognitive processes on the time course of excitatory activity (mainly, sympathetic dominance in the autonomic nervous system), on anger, and on aggressive behavior is projected from theory and documented with pertinent research findings. The influence of different and changing levels of excitatory activity on cognitive functioning (mainly, the appraisal and reappraisal of endangerments), on anger, and on aggressive behavior is likewise derived from theory and documented with empirical research. Special attention is given to the anger- and aggression-diminishing capacity of the cognitive reassessment of endangering conditions, and to impulsive destructive behaviors that result from the transitory impairment of cognitive functioning at extreme levels of excitation.
The concept of dysempowerment is introduced as a process whereby an individual perceives certain work events as affronts to one's dignity. This perception results in affective responses that generate attitudes and behaviors having the potential to disrupt or impair the individual's task motivation. We specify propositions to predict the impact of factors on potential dysempowerment, and we present a typology to characterize organizational climates that result from the coexistence of dysempowerment and empowerment.
Summarizing their research program on revenge, the authors present empirical evidence that argues for a broader, and a more begin, view of revenge. In so doing, they present a more complete and value-free conceptualization of revenge in organizations.
Three studies have been conducted, thus far, as part of the authors' research program on revenge in organizations. The first study proposed a grounded theory of revenge. This initial study focused on why and when people seek revenge in organizations, and identified meaningful conceptual categories to analyze revenge behavior. The second study focused more systematically on when and why people choose not to seek revenge, even though they are motivated to do so. Finally, in the third study, the authors present new empirical findings on the functional and dysfunctional aspects of revenge, as seen through the eyes of avengers. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
One of the main purposes of this book is to try to describe what [the author has] learned about the causes and prevention of violent behavior.
[The author's] approach to the problem of violent behavior is bio-medical, or to be more precise, bio-psycho-social: [he views] violence as a problem in public health and preventive and social psychiatry. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
focuses on angry aggression and on the social circumstances in which it abounds / a psychophysiological model of the etiology of such aggression is developed, and supportive evidence is presented / the model is then used to pinpoint facets of the anger-aggression sequence that allow effective mental intervention / recommendations are made for self-instruction in mental-control strategies for angry aggression (PsycINFO Database Record (c) 2012 APA, all rights reserved)
How do people respond to status challenges? We suggest that responses depend on the relative status and genders of challenger and target; in particular, these variables affect appraisals about the status challenge (operationally defined as an act of incivility) and likely outcomes of various responses, and those appraisals proximately determine responses. Studies 1 and 2 show that male gender and high status are associated with more aggressive responses, whereas female gender and low status are associated with more avoidant responses. Study 3 shows that men and women's responses aren't perfectly antithetical: men show the greatest resistance toward peers, which may reflect greater sensitivity to status contests among men. Perceived legitimacy of the challenger's actions and consequences affect the status-gender-response relationships.