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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| Published in | Journal of management Vol. 43; no. 3; pp. 645 - 670 |
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| Main Authors | , , , |
| Format | Journal Article |
| Language | English |
| Published |
Los Angeles, CA
SAGE Publications
01.03.2017
Sage Publications Ltd |
| Subjects | |
| Online Access | Get full text |
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| Abstract | 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. |
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| AbstractList | 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. |
| Author | Cole, Michael S. Taylor, Shannon G. Bedeian, Arthur G. Zhang, Zhen |
| Author_xml | – sequence: 1 givenname: Shannon G. surname: Taylor fullname: Taylor, Shannon G. email: sgtaylor@ucf.edu organization: University of Central Florida – sequence: 2 givenname: Arthur G. surname: Bedeian fullname: Bedeian, Arthur G. organization: Louisiana State University – sequence: 3 givenname: Michael S. surname: Cole fullname: Cole, Michael S. organization: Texas Christian University – sequence: 4 givenname: Zhen surname: Zhang fullname: Zhang, Zhen organization: Arizona State University |
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| Keywords | dynamic mediation job burnout change over time turnover cognitions workplace incivility |
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| Snippet | Theory and practice suggest workplace incivility is progressive and dynamic. To date, however, workplace incivility has been assessed as a between-person... |
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| SubjectTerms | Burnout Corporate culture Employee turnover Employees Predictions Professional relationships Workplaces |
| Title | Developing and Testing a Dynamic Model of Workplace Incivility Change |
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