Employees emotional responses to incivility from different sources at workplace

國立臺灣科技大學 企業管理系 博士學位論文 學號 : D10508803 EMPLOYEES' EMOTIONAL RESPONSES TO INCIVILITY FROM DIFFERENT SOURCES AT WORKPLACE 研究生 : Ma The Ngan 指導教授 : Dr Ying-Jung Yeh 中華⺠國 : 109 年 7月 10日 ABSTRACT Grounded in the cognitive–motivational–relational (CMR) theory of emotions and social power theory, the author conducted a multilevel study to examine the links between employees’ emotional responses and workplace incivility from different sources at workplace Organizational power distance effects on links between incivility and employee’s emotions will also be analyzed Specifically, the author predicted that coworker incivility might be positively associated with target’s anger and positive associations would be found when linking incivility from supervisor as well as customer to employees’ fear and sadness The author also hypothesized that the impacts of incivility on employee well-being are stronger for those in organizations with high power distance values The research sample included 219 non-managerial employees from 38 organizations in Vietnam and Taiwan All research hypotheses were supported by the data except for the moderating effect of organizational power distance on the relationship between supervisor incivility and employee sadness The findings suggest that although incivility is considered as social norm violation, the instigator’s power and legitimacy affect the target’s appraisal Organizational culture, such as power distance, also sets boundaries in which individuals interact with others ii ACKNOWLEDGEMENT My deep gratitude goes first to Professor Ying-Jung Yvonne Yeh who has expertly guided me through my graduate education and who has encouraged and inspired me in my four years of discovery She also helped me to see the beauty of Organizational Behavior I still remember our first meeting where Professor Yeh told me: “If you choose to work with me, you also choose Organizational Behavior as a career.” At that time, although having a strong interest in this field, I could not imagine that it is more than my career With its philosophies, I built my own formula of happiness which varies as a function of career, work-life balance, mindfulness, and keeping calm For me, it is the most important lesson in life I sincerely thank National Taiwan University of Science and Technology for the scholarship grant which had enabled me to undertake this Ph.D study I would also like to acknowledge with gratitude, the support, love, patience, and tolerance of my wife, Trang, and my son, Bon They all kept me going, and this dissertation would not have been possible without them In addition, I am thankful to my Mom, Hoàng Thị Dựng, and my Dad, Ma Thế Dụng, who always support me unconditionally Last, but definitely not the least, I would like to extend my sincere thanks to my parentsin-law, my sister, my sister-in-law, and my brother-in-law for their support, caring, and encouragement iii TABLE OF CONTENTS TITTLE PAGE i ABSTRACT ii ACKNOWLEDGEMENT iii TABLE OF CONTENTS iv LIST OF TABLES vi LIST OF FIGURES vii CHAPTER INTRODUCTION CHAPTER LITERATURE REVIEW AND HYPOTHESIS DEVELOPMENT 2.1 Workplace Incivility 2.1.1 Definition 2.1.2 Antecedents of Experienced Incivility 2.1.3 Consequences of Experienced Incivility 2.1.4 Incivility from Different Sources: A Need for Comparing 2.2 Theoretical Background 2.2.1 CMR Theory of Emotions 2.2.2 The Nature of Incivility From Different Sources: Social Power Theory and Dyadic Relational Perspective 2.2.3 Power Distance 10 2.3 Incivility from Different Sources and Discrete Negative Emotions 13 2.3.1 Incivility and Employee Anger 13 2.3.2 Incivility and Employee Fear 15 2.3.3 Incivility and Employee Sadness 18 iv 2.4 The Moderating Effects of Organizational Power Distance On the 19 Relationships Between Incivility from Different Sources and Discrete Negative Emotions CHAPTER RESEARCH METHODOLOGY 23 3.1 Participants and Procedure 23 3.2 Measures 24 3.2.1 Independent Variables: Incivility from Different Sources 24 3.2.2 Dependent Variable: Discrete Negative Emotions 25 3.2.3 Moderator: Organizational Power Distance 25 3.2.4 Controls 26 3.3 Analysis: Hierarchical Linear Modeling 26 CHAPTER RESULTS AND DISCUSSION 27 4.1 Preliminary Analyses 27 4.1.1 Scale Analysis 27 4.1.2 Descriptive Statistics 27 4.1.3 Aggregation Statistics 28 4.1.4 Variance components analysis 29 4.2 Tests of Hypotheses 30 4.3 Discussion 33 4.4 Practical Implications 40 4.5 Study Limitations 41 4.6 Directions for Future Research 42 REFERENCE 44 v LIST OF TABLES Table Sample frequency distribution table 51 Table Results of Scale Analysis 52 Table Descriptive Statistics and Correlations 55 Table Regression Data for Anger on Incivility 56 Table Regression Data for Fear on Incivility 57 Table Regression Data for Sadness on Incivility 58 vi LIST OF FIGURES Figure Theoretical Model 59 Figure Interactions between organizational power distance and coworker 60 incivility with anger as a dependent variable Figure Interactions between organizational power distance and supervisor 60 incivility with fear as a dependent variable Figure Interactions between organizational power distance and customer 61 incivility with fear as a dependent variable Figure Interactions between organizational power distance and customer incivility with sadness as a dependent variable vii 61 CHAPTER INTRODUCTION The construct of workplace incivility was first introduced by Andersson and Pearson (1999) Some scholars (e.g., Hershcovis, 2011; Schilpzand, de Pater, & Erez, 2016) classify it in the domain of negative workplace behavior, along with a number of related constructs, such as workplace bullying, social undermining, workplace aggression, interpersonal conflict, and abusive supervision In the last twenty years, this domain has been widely studied by organizational researchers (Schilpzand et al., 2016) Numerous reasons for this emerging are listed, such as diversity in the workforce enhancing greater misunderstanding; greater perceived job insecurity derived from company downsizing; greater workload leading to higher levels of stress on employees (Blau & Andersson, 2005) According to Andersson and Pearson (1999), the flatness of organizations also contributes to the spread of incivility by decreasing the number of obvious cues which constitute norms for interpersonal interaction Whereas previous research has exerted considerable effort toward examining impacts of incivility (Schilpzand et al., 2016), there are only several studies addressing affective outcomes (e.g., Bunk & Magley, 2013; Porath & Pearson, 2012) There also has been little attempt to compare the effects of incivility from different sources (i.e., supervisor, coworker, and customer) (Schilpzand et al., 2016) Thus, the fist motivation of this study is to address this gap in the literature with a research examining the effects of incivility perpetrated by supervisors, coworkers, and customers on discrete negative emotions For theorizing, three perspectives were integrated including cognitive– motivational–relational (CMR) theory of emotions (Lazarus, 1991, 2001; Smith & Lazarus, 1990), social power theory (French & Raven, 1959) and dyadic relational perspective (Grandey, Rafaeli, Ravid, Wirtz, & Steiner, 2010) to assess incivility1 Lance, C E., Butts, M M., & Michels, L C (2006) The sources of four commonly reported cutoff criteria - What did they really say? 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spillover effects of coworker, supervisor, and outsider workplace incivility on work-to-family conflict: A weekly diary design Journal of Organizational Behavior, 0(0) doi:10.1002/job.2401 50 Table Sample frequency distribution table Industry Percentage (%) Finance and Insurance 34 Information 16 Retail Trade Logistics Legal service Manufacturing Medical service Accommodation and Food Services Educational services Others 17 Total 100 51 Table Results of scale analysis Item Mean Standard Cronbach deviation alpha 89 Supervisor incivility Put you down or was condescending to you? 2.14 1.19 Paid little attention to your statement or showed little interest in your opinion? 2.32 1.12 Made demeaning or derogatory remarks about you? 1.85 1.04 Addressed you in unprofessional terms, either publicly or privately? 1.72 0.97 Ignored or excluded you from professional camaraderie? 1.65 0.92 Doubted your judgment on a matter over which you have responsibility? 2.30 1.14 Made unwanted attempts to draw you into a discussion of personal matters? 1.96 1.17 89 Coworker incivility Put you down or was condescending to you? 1.89 1.00 Paid little attention to your statement or showed little interest in your opinion? 2.00 93 Made demeaning or derogatory remarks about you? 1.79 97 Addressed you in unprofessional terms, either publicly or privately? 1.74 92 Ignored or excluded you from professional camaraderie? 1.75 96 Doubted your judgment on a matter over which you have responsibility? 2.00 92 Made unwanted attempts to draw you into a discussion of personal matters? 2.27 1.29 95 Customer incivility Took out anger on you 2.19 1.11 Took out their frustrations on you 2.06 1.07 52 Made insulting comments to you 1.63 89 Treated you as if you were inferior or stupid 1.62 95 Showed that they were irritated or impatient 2.10 1.08 Did not trust the information that you gave them and asked to speak with 1.87 97 Were condescending to you 2.08 1.15 Made comments that questioned the competence of you 1.86 97 Made comments about your job performance 1.99 1.03 Made personal verbal attacks against you 1.63 90 Made unreasonable demands 2.06 1.20 someone of higher authority .91 Anger Angry 2.52 1.00 Irritated 2.39 1.00 Indignant 2.31 1.15 84 Fear Afraid 2.11 97 Scared 1.84 95 Nervous 2.32 1.10 89 Sadness Sad 2.19 1.04 Disappointed 2.37 1.14 Downhearted 2.39 1.09 53 .77 Organizational power distance Managers should make most decisions without consulting subordinates 1.96 99 It is frequently necessary for a manager to use authority and power when 2.15 1.04 Managers should seldom ask for the opinions of employees 1.95 89 Managers should avoid off-the-job social contacts with employees 2.47 1.17 Employees should not disagree with management decisions 2.28 94 Managers should not delegate important tasks to employees 1.92 92 dealing with subordinates 54 Table Descriptive Statistics and Correlations Level Mean SD Individual Gendera 48 Working experienceb 2.76 1.71 08 Supervisor incivility 1.99 84 –.06 17** Coworker incivility 1.92 77 –.05 09 60** Customer incivility 1.92 85 05 06 40** 44** Anger 2.40 97 01 10 53** 50** 56** Fear 2.09 87 –.05 –.05 39** 38** 54** 58** Sadness 2.32 99 05 00 49** 48** 53** 70** Individual power distance 2.12 67 –.01 11 27** 28** 25** 17* 2.13 46 75** 18** 27** Organization Organizational power distance Note a Gender: = male; = female b Working experience: = 1-3 years; = 4-6; = 7-9; = 10-12; = 13-15; = more than 15 * p < 05 ** p < 01 55 Table Regression Data for Anger on Incivility Anger Independent and control variable Model Model Model Level 33*** 34*** 35*** Coworker incivility 25* 25* 25* Customer incivility 35*** 37*** 38*** –.03 –.03 –.02 –.11 –.19 Supervisor incivility Working experienceb Level Organizational power distance (OPD) Interaction Supervisor incivility × OPD 07 Coworker incivility × OPD 37* Customer incivility × OPD –.60* R2 ∆R2 Notes a Gender: 56 56 57 56** 00 01 = male; = female b Working experience: = 1-3 years; = 4-6; = 7-9; = 10-12; = 13-15; = more than 15 *p < 05; **p < 01; ***p < 001 56 Table Regression Data for Fear on Incivility Fear Independent and control variable Model Model Model Level Supervisor incivility 20* 20* 22** Coworker incivility 06 07 06 Customer incivility 45*** 45*** 44*** Working experienceb –.07* –.06* –.06* –.09 –.11 Level Organizational power distance (OPD) Interaction Supervisor incivility × OPD 34* Coworker incivility × OPD 04 Customer incivility × OPD –.52* R2 ∆R2 Notes a Gender: 48 48 49 48** 00 01 = male; = female b Working experience: = 1-3 years; = 4-6; = 7-9; = 10-12; = 13-15; = more than 15 *p < 05; **p < 01; ***p < 001 57 Table Regression Data for Sadness on Incivility Sadness Independent and control variable Model Model Model Level 31*** 31*** 32*** Coworker incivility 15 15 14 Customer incivility 44*** 44*** 44*** Working experienceb –.09** –.09** –.08** 11 14 Supervisor incivility Level Organizational power distance (OPD) Interaction Supervisor incivility × OPD 15 Coworker incivility × OPD 46 Customer incivility × OPD –.67* R2 ∆R2 Notes a Gender: 53 53 54 53** 00 01 = male; = female b Working experience: = 1-3 years; = 4-6; = 7-9; = 10-12; = 13-15; = more than 15 *p < 05; **p < 01; ***p < 001 58 Figure Theoretical Model Organizational Power distance Organization level Individual level Employees’ negative Supervisor incivility emotions (anger, fear, and Coworker incivility Customer incivility sadness) 59 Figure Interactions between organizational power distance and coworker incivility with anger as a dependent variable Anger 2.5 low power distance 1.5 high power distance 0.5 low coworker incivility high coworker incivility Figure Interactions between organizational power distance and supervisor incivility with fear as a dependent variable 2.5 Fear low power distance 1.5 high power distance 0.5 low supervisor incivility high supervisor incivility 60 Figure Interactions between organizational power distance and customer incivility with fear as a dependent variable Fear 2.5 low power distance 1.5 high power distance 0.5 low customer incivility high customer incivility Figure Interactions between organizational power distance and customer incivility with sadness as a dependent variable Sadness 2.5 1.5 low power distance high power distance 0.5 low customer incivility high customer incivility 61 ... suggested that incivility from various sources may differentially lead to distinct outcomes The current work aims at comparing the emotional responses of experienced incivility from different sources. .. found that both coworker incivility and customer incivility were indirectly related to bedtime negative affect via negative affect at the end of the workday; customer incivility was also found to. .. separate incivility by perpetrators, thus, the question of whether incivility from different sources could lead to dissimilar emotions is still unclear In addition, customer incivility is a relatively