Antecedents and outcomes of workplace incivility: Implications for human resource development research and practice
Version of Record online: 3 SEP 2009
Copyright © 2009 Wiley Periodicals, Inc.
Human Resource Development Quarterly
Volume 20, Issue 3, pages 237–264, Autumn (Fall) 2009
How to Cite
Reio, T. G. and Ghosh, R. (2009), Antecedents and outcomes of workplace incivility: Implications for human resource development research and practice. Human Resource Development Quarterly, 20: 237–264. doi: 10.1002/hrdq.20020
- Issue online: 3 SEP 2009
- Version of Record online: 3 SEP 2009
This cross-sectional, correlational study (N = 402) examined the relationships among select demographics, workplace adaptation, employee affect, and incivility and physical health and job satisfaction. The paper-and-pencil survey battery consisted of nine scales. The hypotheses were tested through correlational, factor analytic, and hierarchical regression analytic procedures. Younger males engaged more frequently in uncivil behavior. After statistically controlling for the demographic variables, high negative affect and low degree of establishing relationships with coworkers and supervisors (adaptation) predicted more incivility. For the physical health model, establishing relationships with coworkers and positive affect positively contributed to perceived physical health, while organizational incivility negatively contributed to the dependent variable. As for the job satisfaction model, establishing relationships with coworkers and supervisors and positive affect positively predicted satisfaction, whereas negative affect and incivility made negative contributions to the regression equation. In all cases, the magnitude of effect ranged from medium to large, supporting the theoretical, empirical, and practical relevance of understanding the detrimental effects of uncivil behaviors on organizational outcomes. HRD researchers and professionals are highlighted as possible means for reducing uncivil workplace behaviors and improving organizational performance.