Description
Incivility at work erodes the communal environment, costing organizations millions of dollars due to lowered productivity and lowered rates of retention. However, the organization is not without recourse. Actions can sometimes be taken to minimize both the perception of uncivil acts and the continuation of incivility spirals that result. The relationships between the variable incivility and the outcome variables (i.e., affective commitment, burnout, and employee engagement) were explored using correlational analyses to establish both their strength and direction. The relationships between the respective variables (i.e., authentic leadership, resiliency, and voice), the principal variable (incivility) and their combined effect on the outcomes (i.e., affective commitment, burnout, employee engagement) were assessed using moderated linear regression. An increase of incivility experiences is significantly correlated with the outcome variables: lower levels of affective commitment, higher levels of burnout and lower levels of employee engagement. Authentic leadership did not moderate the relationship between incivility experiences and any of the outcome variables. Voice did not moderate the relationship between incivility experiences and any of the outcome variables. Resiliency did not moderate the relationship between incivility and affective commitment or burnout. However, resiliency did moderate the relationship between incivility experiences and employee engagement.
