Developing and Testing a Dynamic Model of Workplace Incivility Change

Theory and practice suggest workplace incivility is progressive and dynamic. To date, however, workplace incivility has been assessed as a between-person phenomenon by asking employees to summarize their exposure to incivility over some specific period (e.g., 1 year or 5 years). Consequently, little...

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Bibliographic Details
Published inJournal of management Vol. 43; no. 3; pp. 645 - 670
Main Authors Taylor, Shannon G., Bedeian, Arthur G., Cole, Michael S., Zhang, Zhen
Format Journal Article
LanguageEnglish
Published Los Angeles, CA SAGE Publications 01.03.2017
Sage Publications Ltd
Subjects
Burnout
Corporate culture
Employee turnover
Employees
Predictions
Professional relationships
Workplaces
dynamic mediation
job burnout
change over time
turnover cognitions
workplace incivility
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Summary:Theory and practice suggest workplace incivility is progressive and dynamic. To date, however, workplace incivility has been assessed as a between-person phenomenon by asking employees to summarize their exposure to incivility over some specific period (e.g., 1 year or 5 years). Consequently, little is known about the time-varying and progressive aspects of workplace incivility as suggested by both the referent literature and experience. Within the context of employee burnout and withdrawal, we developed a novel, dynamic mediated model of workplace incivility change and tested specific predictions about its time-sequential effects. Latent change score modeling of weekly survey data from 131 employees indicates that incivility change uniquely affects subsequent changes in burnout, which, in turn, lead to subsequent changes in turnover cognitions. We also explore whether this dynamic mediated effect varies across time and individuals.
ISSN:0149-2063
1557-1211
DOI:10.1177/0149206314535432