Is Incivility Common in Your Workplace?

Coauthored by Duygu Biricik Gulseren and Claire VanBarneveld

Sometimes other people's behaviors, such as not saying "Hi" back, get on our nerves. We cannot pinpoint if the rudeness was intended, but we feel like something is not okay. Researchers call such behavior as incivility. Incivility can be described as general rudeness and display of disrespect towards others, and although it is more low-key than a blatant act of violence, it can still produce severely negative impacts on those who are involved directly or indirectly (Viotti et al., 2018).

Workplace incivility is a vicious beast separate from bullying and harassment. However, it should still come to mind when considering the safety culture of a workplace, as it may correlate directly with one’s mental health.

Recent research has focused heavily on how acts of workplace incivility influence a company’s overall culture. Though some think it is seemingly insignificant, studies show overlapping similarities, suggesting that workplace incivility can fester and grow over time. This festering can result in undesirable outcomes for employees and the organization (Chris et al., 2022), such as emotional exhaustion and decreased associate morale (Gui et al., 2022; Wang et al., 2020).

Multiple studies show that employees experiencing incivility will have increased stress levels, lower dedication toward their employer, and overall dissatisfaction with their job (Chris et al., 2022; Miranda et al., 2020).

By assessing the behavioural aftermath endured by employees who witnessed workplace incivility happening, one study submitted that feelings of guilt and shame arise in those who are merely bystanders of rude encounters (Miranda et al., 2020). Additionally, when employees encounter uncivil behaviour frequently, there is a greater likelihood that they will dwell on their interactions for longer and engage in those mannerisms, which inevitably continues the cycle (Vahle-Hinz et al., 2019).

Abundant researchers agree that altering a workplace culture involves systemic change on all staffing levels, indicating that true change should start from the higher ranks (Anand et al., 2022; Chris et al., 2022; Miranda et al., 2020).

Studies agree that those within leadership positions specifically should be supporting a progressive and civil culture at work by acting as role models, enforcing zero-tolerance policies, and encouraging employees to report all acts of incivility they may witness or experience (Anand et al., 2022; Viotti et al., 2018; Vahle-Hinz et al., 2019).

In adjunction to these suggestions, some studies propose incorporating group-level training that focuses on recognizing and dealing with incivility in the workplace (Chris et al., 2022), as well as cognitive training for employees to assist with disengaging from the workday when they have finished their shift (Vahle-Hinz et al., 2019). When the amount of time that employees ruminate over a bad day at work is reduced, it can contribute to breaking the cycle of rude behaviour and hostile attitudes (Vahle-Hinz et al., 2019).

Recommendations

Based upon the findings discussed here, overwhelming support indicates initial adjustments must begin within the Human Resources Department (HRD) and managerial level positions to achieve optimal positive results. Reducing occurrences of workplace incivility is an achievable goal for any employer if effective techniques are implemented.

Below are suggestions for employers looking for strategies that can reduce workplace incivility and improve the overall culture of their organization.

1. Act As a Role Model

A great way to let your employees know what kind of behaviour you’d like to see more of is to demonstrate it yourself and acknowledge others who do the same. Simply telling people to act respectfully towards others is not going to have the same positive effect as it would exhibit that behaviour yourself.

Leading by example allows you to illustrate your expectations in the workplace and gives others a guide for their individual mannerisms. A company that values the well-being of its employees should have leaders who show dedication to the cause, which in this case involves bringing a positive attitude to work and praising those who are contributing to the development of a healthier and more civilized work climate.

2. If You See Something, Say Something

Introducing a zero-tolerance policy for incidents of workplace incivility may only be effective if these events are reported to the Human Resources Department and someone in a managerial position is subsequently enforcing the policy. The likelihood of employees speaking out about what they experience can potentially increase if they are encouraged to do so regularly, if doing so is easily accessible, and if they notice that their concerns are being taken seriously.

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Creating a simple form for the employee to fill out with the option of anonymity can make reporting these instances an easy task and will allow the HRD to find trends among the submissions so they can target specific areas for improvement. This procedure can be discussed as a monthly highlight via company email or monthly meetings to serve as a reminder that the organization takes this policy seriously.

3. Try to Follow Up With Your Employees

Employees need to understand that their employers value them, so when they bring forth an issue they’re experiencing, it is important to acknowledge that they have done so. Once an intervention has been decided, the HRD may follow up with the employee and share what has been done to avoid similar future scenarios. This may also include a short survey addressing how the associate perceived the reporting process and if they felt supported by management.

In some cases, the employee may be able to suggest reasonable measures that may prevent the incident from recurring. These suggestions may help to convey to the employees that their well-being is important to the employer and that the company values a cohesive and welcoming atmosphere.

4. Choose Training Courses Wisely

Providing group-level training to your associates is not an all-in-one solution for minimizing unwanted incidents such as acts of workplace incivility and clearing a toxic work environment. One framework to consider when planning this teaching is the instructional systems design model of training, which is composed of three main sections; a needs analysis, the design of the training content and how it is delivered, and an evaluation of the training process (Kelloway et al., 2021).

A needs analysis that focuses on the organization’s needs, the tasks performed, and the individuals performing them is key when beginning to develop the most relevant training program for your employees.

Once establishing the training objectives, the content should be created and delivered in an engaging way, suitable for the audience. An evaluation of the effectiveness of the training should take place soon after the training session, which for example, may be in the form of documenting a reduction of reports of uncivil behaviour or surveying the associates regarding their work experiences in the time since the training.

5. Be an Ally

Being in a position of having to report uncivil behaviour can make that person feel vulnerable and intimidated, especially if they are experiencing being ostracised by their colleagues. It may be quite meaningful to your employees to know that management and other staff with authority are there to support them, provide encouragement and enforce that zero-tolerance policy.

Getting involved, establishing a good rapport with all levels of staff, actively listening, and being an ally to your employees are all meaningful ways to demonstrate your appreciation to the associates and continually improve the company's culture.

Claire VanBarneveld is a third-year undergraduate student in the Bachelor of Science in Nursing program. She is currently studying at York University in Toronto, Ontario.