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The purpose of the current research is to examine the crucial role of employees' perception of an incivility norm in predicting supervisors' incivility behaviors, which in turn, results in employees enacting incivility toward their coworkers and employees' emotional exhaustion.

In Study 1, an experience sampling method (a daily-diary approach) in which 143 male participants from several construction sites completed a total of 1,144 questionnaires was used . In Study 2, cross-sectional data from 156 male employees working in a manufacturing organization was collected. In Study 3, a quasi-experiment was conducted in which 33 and 36 employees were assigned to the intervention and control groups, respectively.

In Studies 1 and 2, it was revealed that employees are likely to experience their supervisor’s incivility behaviors when perceiving such incivility behaviors are more acceptable within the organization (incivility norm). Further, once employees experience incivility from their supervisor, they are more likely to enact incivility toward their coworkers and experience emotional exhaustion. In Study 3, changing organizational policies via implementing grievance procedures was effective in improving the study’s outcome variables.

Incivility norms predict some negative work outcomes such as incivility behaviors as both a victim and instigator, and emotional exhaustion. Further, reducing an adverse organizational norm (i.e. incivility norm) via instituting grievance procedures was effective in reducing incivility behaviors and emotional exhaustion.

Supervisor incivility and organizational gossip are two examples of dark organizational behaviors. Norm of reciprocity theory suggests that employees may develop revenge intentions after exposure to such behaviors while attributing blame to others. This study aims to empirically investigate the mediating effect of blaming others on the impact of supervisor incivility and negative organizational gossip on revenge intention.

Confirmatory factor analysis (CFA) was performed to test the measurement model. Structural equation model was used to test the research hypotheses based on data gathered in Turkey from restaurant employees in Mersin Marina selected by convenience sampling. Data set that consists of 239 questionnaires was subjected to CFA.

The findings show that negative organizational gossip and supervisor incivility increase to employees’ revenge intentions, and blaming others mediates the impact of supervisor incivility and negative organizational gossip no employees’ revenge intentions. In addition, blaming others mediates the impact of supervisor incivility and negative organizational gossip on employees’ revenge intentions.

Empirical study has not been encountered related to dark behaviors of (especially gossip, incivility, blame and revenge intention) restaurant managers and employees as a holistic model. Therefore, this paper contributes to organizational behavior literature. Moreover, this paper suggests to restaurant managers for supply to organizational peace.

This study aims to examine the role of leader-member exchange social comparison (LMXSC) perceptions in triggering the instigation of uncivil behavior in the workplace. This study also explores the intervening role of envy and the buffering role of aggression-preventive supervisor behavior within the proposed relationship.

Data were collected in two phases separated by an interval of four weeks. The final sample consisted of 224 full-time white-collar employees working in five large pharmaceutical manufacturing organizations in India.

The findings indicate that employees’ subjective perceptions of being involved in poorer-quality LMX relationships than their workgroup members generate envy, which, in turn, evokes them to instigate uncivil behaviors onto those higher-LMX counterparts. The indirect effect of LMX social comparison on instigated workplace incivility through envy gets attenuated when supervisors engage in aggression-preventive behavior.

To protect organizations from the financial and productivity losses associated with incivility, supervisors are encouraged to exhibit aggression-preventive behavior if they form differentiated exchange relationships with the subordinates in their teams. Supervisors are further advised to avoid the altogether neglect of lower-LMX subordinates as doing so may give rise to negative emotions (envy) and behavior (incivility) among them.

This study expands the limited body of knowledge on the antecedents of uncivil employee behavior in the workplace. Specifically, it unveils that incivility toward coworkers may be stemming from unfavorable LMX social comparisons and ensuing negative emotions such as envy. It also offers insights on reducing uncivil behavior by highlighting that the impact of LMXSC and envy on incivility instigation gets buffered in the presence of aggression-preventive supervisor behavior.

This study aims to investigate the influence of supervisor incivility on employees’ general self-efficacy and engagement and their mediating roles in a relationship between supervisor incivility and employees’ service delivery. The study also explores how gender (dis)similarities between supervisors and subordinates affect these relationships.

A total of 276 frontline hotel employees in the US Midwest participated in the study. The research model was examined through a two-step structural equation modeling.

The study findings suggest that an uncivil supervisor negatively influences hotel employees’ self-efficacy and engagement level, which served as underlying mechanisms connecting supervisor incivility with reduced service delivery. The findings did not support the moderating role of gender (dis)similarity.

The results of the current study should urge organizations to acknowledge the detrimental impact of workplace incivility and to commit to the prevention and termination of employee mistreatment. Organizations make efforts to ensure that supervisors serve their internal customers with support and gratitude and help enhance employees’ psychological resources.

The current study advanced the body of literature by suggesting an integral psychological underlying mechanism linking uncivil treatment and declined performance in the hospitality industry.

Studies show that supervisor incivility can have detrimental consequences for subordinates. However, little is known about the job and personal resources that can reduce the effect of supervisor incivility on subordinates' counterproductive work behavior (CWB). Based on the Job Demand-Resources (JD-R) model, we investigate social job crafting (job resource) and internal locus of control (LOC; personal resource) as buffers on the relationship between supervisor incivility and subordinates' CWB toward the organization.

Two field studies to test our proposed hypotheses were conducted. A two-wave time-lagged design was used and data was collected from 115 supervisors and 318 subordinates from a large electricity provider company (study 1) and 121 employee–coworker dyads from a large insurance company (study 2).

Across the two studies it was found that supervisor incivility positively relates to subordinates' CWB toward the organization. Further, this relationship was weaker for individuals with high internal LOC and those who engaged in social job crafting.

The findings are helpful for HR managers to figure out how to stop supervisor incivility through civility training and motivating employees to social job crafting behavior.

This study implies that social job crafting (job resource) and internal LOC (personal resource) are essential factors that can reduce the effects of supervisor incivility on subordinates' CWB toward the organization.

As supervisor incivility and its negative effect may impact employees’ psychological health and even the sustainable development of hospitality enterprises, this study aims to explore the channels through which it affects employee turnover intention in China’s hospitality industry and suggest possible mitigation measures.

This study adopted exploratory factor analysis, measurement model analysis and the mediation and moderation model and used SPSS and PROCESS for the analysis.

This study found that the impact of supervisor incivility on the employees’ turnover intention would be through employees’ ego depletion and revealed that organizational support would alleviate such a negative effect. However, organizational support might not mitigate the impact of supervisor incivility on the employees’ ego depletion, which is inconsistent with previous studies. This study inferred that organizational support might be somewhat related to organizational pressure, thereby enhancing the impact of supervisor incivility on the employees’ ego depletion.

This study not only enriches incivility literature but also suggests new insights into the mixed role of organizational support.

Unlike previous studies that mainly focused on workplace pressure from colleagues or customers, this study broadens our understanding of the employees’ turnover intention affected by supervisors’ workplace incivility and the mixed role of organizational support.

To enhance the understanding of the mechanisms underlying the effects of incivility on outcomes, the purpose of this paper is to propose and test work engagement as a mediator of the impact of supervisor-initiated incivility on subordinates’ task and citizenship performance. Further, the authors propose that this mediated relationship would be conditional on the influence of trust in supervisor, such that the relationship would be exacerbated for subordinates who have high levels of trust in the supervisor.

Data came from a cross-sectional survey of 350 professionals employed in diverse occupations and organization types.

The authors found support for the mediating role of work engagement for citizenship performance, but not for task performance. As predicted, this explanation only held for employees who reported at least average levels of trust in their supervisors, supporting the “mediation is moderated” explanation.

Understanding how and for whom supervisor incivility affects task and citizenship performance is vital to advancing theory as well as for designing interventions to mitigate the negative effects. This manuscript is one of very few to pursue this line of research and makes important contributions to theory and practice.

The purpose of this study is to present an empirical account of the prevalence and socio-demographic determinants of workplace incivility (experienced and instigated) in the Indian workplace.

The study sample consisted of 1,133 employees working in service organizations mainly banks, hotels, academic institutions and information technology firms. The authors tested the proposed model on the same set of respondents in two different studies. The phenomenon of instigated incivility and its determinants were examined in Study 1, while Study 2 looked at experienced incivility and its antecedents. The data were analyzed using univariate, bivariate, and multivariate statistical operations in SPSS 24.

The results of both studies revealed that employees’ age, gender, educational qualification, position, nature of the organization, type of the organization and duration of working hours significantly predict the onset of workplace incivility. Nevertheless, marital status and tenure failed to predict the manifestation of uncivil behaviors in the organization.

The scope of this study was restricted to the Indian service sector with a focus on only two types of workplace incivility (instigated and experienced).

The managers are advised to be mindful of employees’ socio-demographic differences while devising interventions to tackle the issues of uncivil acts at work.

This study is one of the pioneer attempts to explore the impact of socio-demographic factors on employees’ tendency to instigate and experience incivility at work in India. In doing so, the study enriches the scant literature on workplace incivility by establishing the role of individual differences in determining the occurrence of incivility in the workplace.

On the basis of person–job fit theory and conservation of resource theory, this study aims to develop and test a model to examine the impact of polychronicity on frontline employees’ job performance in hotel industry and simultaneously, investigate the moderating effects of supervisor, coworker and customer incivility as stressors in the relationship between polychronicity and employees’ job performance.

Data are obtained in North Cyprus from 262 frontline employees working in four- and five-star hotels.

The results suggest that polychronicity refers to employees’ performance. Customer incivility negatively and significantly influences job performance, but coworker and supervisor incivilities do not. Unlike coworker incivility, both customer and supervisor incivilities moderate the relationship between polychronicity and job performance; that is, high customer and/or supervisor incivility weaken the positive relationship between polychronicity and job performance.

Regarding the critical role of polychronic frontline employees, hotel management should recruit the right candidates and endeavor to retain such employees by offering monetary and non-monetary incentives, training and empowering. They may implement a zero-tolerance policy that simultaneously supports both parties (customers and employees).

The association between employee quality (i.e. polychronicity), job performance and incivility is often overlooked in the hospitality research. This study is the first attempt to consider the joint moderating effect of important social stressors (customer, coworker and supervisor incivility) in the hotel industry.

The purpose of this paper is to explore how witnessing workplace incivility from coworkers and supervisors relates to instigating incivility toward others. A further aim was to investigate if witnessed incivility is indirectly related to instigated incivility via perceived stress and low job satisfaction. An additional aim was to study if control, social support and job embeddedness moderate the relationships between witnessed and instigated incivility.

A total of 978 individuals, sourced from a Swedish trade union, completed an online questionnaire.

The results showed that witnessed incivility, mainly from coworkers but also from supervisors, was related to instigated incivility. Although witnessed incivility was related to both perceived stress and low job satisfaction, witnessed incivility was not linked to instigated incivility via perceived stress or low job satisfaction. In addition, the results showed that participants who had witnessed coworker incivility and at the same time perceived high levels of control, social support (from coworkers) or job embeddedness on average reported higher levels of instigated incivility. Similarly, participants who had witnessed supervisor incivility and at the same time perceived high levels of control, social support (from coworkers and supervisors) or job embeddedness on average reported higher levels of instigated incivility.

The findings expand the literature on bystander workplace incivility and highlight the importance of including experienced psychosocial work factors in models of incivility.