WSEAS TRANSACTIONS on BUSINESS and ECONOMICS Dwi Novitasari, Asri Laksmi Riani, DOI: 10.37394/23207.2020.17.38 Joko Suyono, Mugi Harsono

Organizational Context on Workplace Incivility and Turnover Intention

DWI NOVITASARI1*, ASRI LAKSMI RIANI2, JOKO SUYONO3, MUGI HARSONO4 Institute of Economic Science Widya Wiwaha, Yogyakarta Business and Economics Faculty Sebelas Maret University Surakarta, Central Java INDONESIA *Corresponding author: [email protected]

Abstract: This study aims to investigate and analyze the role of organizational context on workplace incivility and turnover intention. The research sample was 120 employees who work at the company engaged in the service industry. Multiple regression analysis was used to test the research hypotheses. The results found that organizational context influences workplace incivility, which in turn increases turnover intention. As a consequence, it is important for the organization to enhance alertness towards the occurrence of the employees’ workplace incivility. Internalization and implementation of values of the organizational context can be utilized to manage employees’ work performance.

Key-Words: - organizational context, management philosophy, organizational culture, workplace incivility, turnover intention.

Received: March 12, 2020. Revised: May 3, 2020. Accepted: May 7, 2020. Published: May 11, 2020.

1 Introduction utilization of electronic media. This situation can Behaviors most likely occurring in an organization give rise to cyber incivility. are generally divided into two categories: positive Cyber incivility can be manifested in the use of behavior and deviant behavior. Deviant behavior harsh words in emails as well as in chats and status includes sabotage, theft, incivility, fraud, updates on social media. Other examples are concealment of information that should be disclosed stalking someone’s personal account, posting as well as abuse of property and facilities. immoral contents and spreading rumors [7]–[14]. Positive behavior is manifested in loyalty, a Studies in the area of incivility have found the strong sense of belonging to the organization and antecedents and outcomes of incivility. Previous pride as the member of the organization [1]–[3]. studies have suggested the antecedents of incivility Incivility is a deviant behavior, which is include organizational context, leader-member unnoticeable and subtle, but commonly occurs in the exchange, negative feedback and sadistic behavior workplace [4]. Some literatures have revealed that [15]–[17]. Some previous studies also show that the workplace incivility is prevalent in almost all leadership style that is transformational leadership is organizations. In fact, 62% of employees reported to the antecedent of workplace incivility [18]-[20]. The have experienced workplace incivility and 99% context of transformational leaders is leaders who have witnessed it [5], [6]. work with a balanced approach. Transformational Incivility arises due to interactions between leaders help and teach you how to solve the problem individuals, workgroups called workgroup incivility at hand. Transformational leadership utilizes the and organizations called organizational incivility. ability of individuals to be able to grow the potential Incivility can be viewed from two different for leadership in others [21]. perspectives: instigated and witnessed workplace However, little research has been conducted on incivility. Incivility perpetrators can originate from the antecedents of incivility based on the aspects of within the organization such as co-workers and organizational context such as management employers and from outside the organization philosophy and organizational culture. According to including customers and families. Estes & Wang [22], management philosophy and Types of incivility are closely related to the organizational culture affect incivility. Workplace changes in information technology, which require incivility can give rise to passive and active the organization to adapt with the automation and responses. Passive responses mostly include avoidance of situation/moving on a nd negative

E-ISSN: 2224-2899 387 Volume 17, 2020 WSEAS TRANSACTIONS on BUSINESS and ECONOMICS Dwi Novitasari, Asri Laksmi Riani, DOI: 10.37394/23207.2020.17.38 Joko Suyono, Mugi Harsono

feelings/stress. On the other hand, the most common boundaries or awareness and employees’ intention positive responses are discussion/mediation, reports to leave the organization [39], [40]. Turnover and employment termination [23]. intention refers to three elements: the thought of Previous research found that incivility outcome quitting a job, the plan to find a different job and the is closely related with job satisfaction, turnover intention to leave the position [39], [41]. intention, counterproductive work behaviors The antecedents of turnover intention include (CWB), stress, burnout, service innovative behavior, leadership, occupational stress, organizational knowledge-hiding behavior and job search behavior justice, work satisfaction and quality of work life [24]–[28]. [42], [43]. Besides, there is an indication that Novelty of this study focuses on management employees’ perceived service quality has negative philosophy and organizational culture as effect on turnover intention [44]. organizational context based on c onceptual studies A study found that the antecedents of turnover from Estes & Wang [22]. Little empirical studies intention are divided into 5 major categories. First, have been conducted to examine and analyze the individual level includes demography, human management philosophy and organizational capital, motivation and professionalism. Second, the behavior to workplace incivility. The aspects of organizational level includes remuneration and organizational context commonly discussed in benefits. Third, the job-related factors include job studies are job insecurity, organizational chaos, characteristics, job social support, job difficulties leadership, organization size, social support and job and job attractiveness. Fourth, the psychological demands [29], [30]. level consists of job satisfaction, organizational commitment, tedium and perceived-job concern. 2 Literature Review Fifth, the environmental level consists of family and Context is defined as a set of circumstances or friends, perceived-job alternativeness and conditions that surround a phenomenon such as a technological advancement [45]. fact, process or entity. Besides, context exists in a particular phenomenon as a unit of analysis being 2.1 Organizational Context and Workplace studied. Context can explain the most prominent Incivility aspects of a phenomenon such as the characteristics Organizational context is closely related to various of organizational setting, individual’s roles in the behaviors within the organization; one of which is organization and environmental factors that shape incivility [16], [46], [47]. responses. Contextual variables widely used by Workplace incivility is a complex phenomenon researchers include task characteristics, that research needs to be done to investigate organizational structure, technology, age and the workplace incivility in the organization. Victims size of the organization [31]–[33]. Other contextual have reported that incivility is manifested into jokes, variables are management processes, organizational harsh words, stereotypes and intrusive behaviors. culture, organizational systems, strategies, accepted Frequently, these behaviors cannot be easily norms, power, job insecurity and organizational identified as discrimination. Moreover, recent times supports [34], [35]. have seen the aggravation of the behaviors leading Incivility is categorized as mistreatment behavior to sexual harassment. This situation results in more with low intensity and ambiguous intention to harm difficult reasons for acting against the perpetrators the target. Incivility is a behavior that violates the at the organizational level [48]. norms for mutual respect [4]. Previous studies found that power dynamics Incivility is a rude and disrespectful behavior. based on po sition or hierarchy in the organization, Researches on incivility have so far been conducted perpetrators’ intentions and lack of organizational to examine the interactions between employees. policies not only significantly affect the emergence Incivility perpetrators can come from interpersonal of workplace incivility, but also reduce the adverse interactions within the organization. Employees can consequences of exposure to incivility [49]. turn into incivility perpetrators towards their Perceived Organizational Support (POS) is one colleagues. Thus, incivility can be defined as a of the aspects of organizational context that plays an deviant behavior that has low intensity committed important role in the relationship between by an employee with an ambiguous intention to workplace incivility, emotional exhaustion and harm co-workers in that norms for mutual respect perceived-service performance [50]. and politeness are violated [36]–[38]. Management philosophy serves as the direction Turnover intention is the employees’ permanent for the management of an organization about a movement that is beyond the organizational concept consisting of organizational beliefs and

E-ISSN: 2224-2899 388 Volume 17, 2020 WSEAS TRANSACTIONS on BUSINESS and ECONOMICS Dwi Novitasari, Asri Laksmi Riani, DOI: 10.37394/23207.2020.17.38 Joko Suyono, Mugi Harsono

principles. Management philosophy helps provide outcomes such as job satisfaction, job performance vivid pictures of the goals and norms of the and turnover intention [60], [61]. organization. The world’s cross-cultural In regards to gender, some studies have indicated management philosophy (West, North, East and that workplace incivility tends to occur in women South) is divided into: rational management, than in men. However, it does not explain who entrepreneurial management, clan management, committed incivility. Women may become incivility market-oriented management and educated versus perpetrators when men are the dominant members experienced management [51]–[53]. of the group, or women commit incivility to fellow Organizational culture is a mutual agreement of women in the organization. The findings of a the organization about beliefs, symbols, rituals and previous study revealed that female employees myths that evolve over time. Organizational culture experienced workplace incivility from fellow female is built by the leader’s behaviors, structure, routines, employees more frequent than from men. Female rules and norms that guide and limit behaviors [54], employees experiencing incivility triggered by [55]. fellow female employees result in turnover intention A study was once conducted based on five [62]. different levels of analysis: (a) within-person Another study demonstrated that incivility temporal effects, (b) between-person (personality committed by co-workers, which is usually called and attitudes) factors, (c) interpersonal behaviors coworker incivility, is positively related to (perception and communication of emotion), (d) outcomes, such as job insecurity and emotional group level (leadership and teams) and (e) exhaustion, in addition to turnover intention [63]. organizational level (culture and climate) at Based on the review of previous studies, a workplace interactions; one of which is incivility. hypothesis is formulated: The study revealed that culture and climate can abet H2: Incivility is positively related to turnover incivility-based interactions [56]. intention. However, research in the area of organizational context consisting of management philosophy and 2.3 Research Model organizational culture has received little attention Based on previous research, the research model [22]. Therefore, based on previous studies, two describing the relationship between the research hypotheses can be formulated: variables and hypotheses is presented below. H1a: management philosophy of organizational context negatively affects incivility. H1b: organizational culture of organizational context negatively affects incivility.

2.2 Workplace Incivility and Turnover Intention Previous studies have shown various results of the effect of workplace incivility on turnover intention. Moreover, studies have indicated that negative emotions (anger, fear and anxiety) appear more frequent when employees witness incivility Fig. 1 Research Model committed by same-sex co-workers than by opposite-sex co-workers [57]. 3 RESEARCH METHOD Previous studies suggest that there is a 3.1 Population and Sample significant link between workplace incivility and This is a cross-sectional study since it involved a outcomes such as stress, burnout, turnover intention, particular phenomenon at a particular period of time total years of work experience and education levels to investigate the relationship between factors in an [58]. organization. Cross-sectional studies frequently A study conducted in India revealed that employ survey strategy [64]. incivility has a negative correlation with job The unit of analysis of a study is an entity satisfaction, but has a positive link with turnover correlated to the focus of the research. The unit of intention [59]. Other studies have shown that co-workers’ analysis can be individuals, groups, organizations, incivility is closely related with organizational objects and terms. Institutions or organizations on a large or small scale can become the unit of analysis

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[65]. The unit of analysis in this study are 2 Organizational 8 items of individuals at the government gas station which is Culture is a mutual statements divided one of the large organizations. agreement of the into several Population is a whole group of people, events or organization about dimensions: objects that are interesting to be studied and are beliefs, symbols, involvement, used by the researchers to draw conclusions based rituals and myths consistency, adaptability and on statistic samples [65]. The population of this that evolve over mission, adapted study was all employees in a government gas station time. Organizational in Yogyakarta. from Denison & culture is built by Mishra [68]. Sample is part of the population and involves the leader’s procedures that can be utilized to draw conclusions behaviors, structure, based on the measurement of portions and routines, rules and population [66]Sample size can be obtained with 5- norms that guide 20 times the estimated number of parameters [67]. and limit behaviors This study consisted of 24 parameters so that the [54], [55]. number of samples was 5x24 = 120 samples or 3 Incivility is a d eviant 4 items of respondents. behavior with low statements adapted The research instrument was a q uestionnaire intensity and an from Sliter, Sliter & measured using the 5-Likert scale in which scale 1 ambiguous intention Jex [69]. means completely disagree and 5 means completely to harm other agree. Research data was analyzed using multiple employees and violate regression analysis. social norms to have mutual respect and 3.2 Regression Model politeness [38] This study uses multiple regression analysis to 4 Turnover intention 3 items of determine the effect of management philosophy and refers to the likelihood statements adapted organizational culture on workplace incivility, and of someone leaving an from Rahman & workplace incivility on turnover intention. organization at some Nas [39]. Specifically, the following is a mathematical model time in the near future for regression models is estimated: [70].

Model 1: WIi,t = β0 + β1 MPi,t + β2 OCi,t + εi,t Model 2: TI i,t = β0 + β1 MPi,t + β2 OCi,t + β3 OCi,t + 4 RESULTS AND DISCUSSION εi,t 4.1 Results Where WI: Workplace Incivility; MP: Management Description of respondents showed their Philosophy; OC: Organizational Culture; TI: characteristics based on gender, educational Turnover Intention. background, age and working period. Results indicated that a total of 120 r espondents were 3.2 Variable Definition and Indicators comprised of 80.5% of men and 19.5% of women Table 1 shows definitions and indicators used in (19.5%). this study. In terms of education, the majority of respondents (72%) had senior high school diploma; Table 1 Variable Definition and Indicators 3% had lower-than senior high school diploma; 20% No Variables Indicators had an associate degree; and 5% had a bachelor’s 1 Management 9 items of degree. Philosophy gives statements about Respondents came from different ages. The direction for the management majority of respondents were 20-30 years of age management of an philosophy with (60%); 30% of respondents were 31-40 years of age; organization about a eastern country 6% were 41-50 years of age; and 4% were 50 years concept consisting of setting adapted from of age and over. beliefs and Bendixen & Burger organizational [52]. Regarding working period, most of the principles [53]. respondents (65%) had 0-5 years of working period;

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25% of the respondents had 6-10 years of working period; 7% had 10-15 years; and 3% had 15 years Table 3 Regression Analysis and over. Table 2 describes the validity and 2 Adj. I D β Sig R reliability of the measurement item of each variable. R2 - Based on the results of validity and reliability tests, 1 MP WI 0.000 0.715 0.626 it can be concluded that all items of this study were 0.397 - valid and reliable. OC WI 0.000 0.708 0.689 0.467 Table 2 Validity and Reliability Test 2 WI TI 0.286 0.003 0.778 0.714 Validity Reliability Test MP 0.388 0.000 0.798 0.702 Var Item Test OC 0.379 0.002 0.799 0.734 Correlations Conc. α Conc *I: Independent Var; D: Dependent Var; WI: MP 1 0.745 Valid 0.7189 Reliable Workplace Incivility; MP: Management Philosophy; 2 0.778 Valid OC: Organizational Culture; TI: Turnover Intention. 3 0.817 Valid 4 0.775 Valid Table 4 Hypotheses Testing Result 5 0.713 Valid 6 0.803 Valid Hypotheses Sig. Result 7 0.771 Valid MilP → WI 0.000 Supported 8 0.821 Valid OC → WI 0.000 Supported 9 0.789 Valid WI → TI 0.003 Supported OC 1 0.882 Valid 0.8118 Reliable WI: Workplace Incivility; MP: Management 2 0.853 Valid Philosophy; OC: Organizational Culture; TI: 3 0.737 Valid Turnover Intention. 4 0.885 Valid 5 0.813 Valid 6 0.719 Valid 4.2 Discussion 7 0.738 Valid Organizational context in this study has two 8 0.867 Valid dimensions: management philosophy and WI 1 0.825 Valid 0.8257 Reliable organizational culture. Hypothesis 1a states that 2 0.801 Valid management philosophy is negatively related to 3 0.808 Valid workplace incivility. Hypothesis testing results 4 0.798 Valid suggest that management philosophy negatively and TI 1 0.844 Valid 0.7983 Reliable significantly affects workplace incivility. This result 2 0.852 Valid means that if employees have good management 3 0.788 Valid philosophy and implement it at the workplace daily, * WI: Workplace Incivility; MP: Management workplace incivility can be lowered. Philosophy; OC: Organizational Culture; TI: Hypothesis 1b s tates that organizational culture Turnover Intention. is negatively related to workplace incivility. Hypothesis testing results suggest that The results of regression analysis in this study organizational culture negatively and significantly indicated that the values of R2 and adjusted R2 were affects workplace incivility. This result signifies that 0,788-799 for each variable. organizational culture if effectively internalized in The research variables consisted of the aspects of the organization can prevent workplace incivility. organizational context including management The results of this study are consistent with the philosophy and organizational culture; the results of previous studies. Two studies were independent variable was workplace incivility; and conducted to find the effects of organizational the dependent variable was turnover intention. context based on the work characteristics of Results of the study showed that the β value organization, including individualism, hostile ranged from 0.286 t o 0.388 with the significance interaction styles, competition, hierarchical level 0.000 – 0.003 for each variable. Results of governance and email reliance, on workplace regression analysis are presented in Table 3. incivility. The results showed that email reliance is Hypotheses testing results indicated that all the correlated with workplace incivility and workplace proposed hypotheses were supported and ten incivility can predict negative work outcomes such presented in Table 4.

E-ISSN: 2224-2899 391 Volume 17, 2020 WSEAS TRANSACTIONS on BUSINESS and ECONOMICS Dwi Novitasari, Asri Laksmi Riani, DOI: 10.37394/23207.2020.17.38 Joko Suyono, Mugi Harsono

as turnover intention, job satisfaction and physical intention. The results illustrate a situation that when health [16]. an employee is experiencing workplace incivility Another study found that organizational aspects and job dissatisfaction, he/she will experience such as organizational change, job insecurity, low turnover intention. Organizations or companies are social support from co-workers and high job expected to give serious attention to and proper demands have a link with workplace incivility. It handling of workplace incivility since it can result in also found that organizational aspects can reflect the employees’ turnover intention [73]. climate and culture of an organization and the Workplace incivility is a behavior that deviates incivility process [46]. mutual respect and ethics at work [4]. Previous It is important for a study on workplace incivility studies found that ethical efficacy and perceived to focus on organizational context in order to workplace incivility affect turnover intention [74]. identify the causes and design policies to combat with workplace incivility. Organizational context 4 Conclusion can include bureaucracy, organizational chaos and There is a growing body of research on t he racial composition. A study found that those three antecedents and workplace incivility outcomes aspects of organizational context are influential on under the concept of behavior science. The banking workplace incivility [47]. and financial engineering sector is part of the A study gave empirical evidence that service industry related to ethical practices in organizational context comprised of management serving behavior. Management philosophy and philosophy and organizational culture contributes to organizational culture applied in an organization workplace incivility [22]. will help shape the ethics, values, norms and Workplace incivility is found to influence behavior of employees and leaders. Almost every various work outcomes; one of which is turnover organization believes that the principle of running a intention. Hypothesis 2 states that workplace good business is ethical. Ethics can be used as a incivility has a positive impact on workplace standard or guideline for all employees to make it as incivility. Hypothesis testing results suggest that a guide in working. Behavior that maintains ethics can be in the form of mutual respect and behaves workplace incivility is positively and significantly civility or does not behave workplace incivility. related to turnover intention. This result signifies This study is useful to explain the role of that workplace incivility can increase employees’ organizations in influencing behavior among turnover intention. This result corresponds to other employees. The organization should not only have a studies that found that workplace incivility philosophy and culture that is clearly stated, but the influences turnover intention [57], [59], [61], [63]. values contained can be internalized in each Workplace incivility is often considered the employee. The values of management philosophy primary source of job dissatisfaction. Incivility and organizational culture can form positive work contributes to the high level of turnover intention, behavior which will later be beneficial in forming a especially on new employees [71]. New employees pleasant and friendly work environment. This study need longer time to adapt with the work is also useful for managers and decision makers in environment. The initial years of work play an organizations to recognize subtle deviant behaviors important part in the employees’ desire to stay in the such as incivility. However, there is a need to enrich organization. The work environment that tolerates the research in this domain to discover various workplace incivility is highly likely to cause factors of workplace incivility at the individual, turnover intention among employees who are later group, and organizational levels. attempting to find better jobs or organizations. This research generated empirical evidence for Ignoring turnover intention for a longer period of assessment in the aspects of organizational context, time will lead to employees’ attitude to leave the management philosophy and organizational culture. workplace or current job. This situation requires an Previous researches in organizational context have adoption of a proactive approach to deal with shown that it has effects on workplace incivility. employees who have experienced incivility and to Thus, this research shows a co nsistent result with prevent incivility in the future [72]. them. Results of another study demonstrated that The consequence of workplace incivility affects workplace incivility negatively affects job various outcomes individually or organizationally. satisfaction, but positively affects turnover

E-ISSN: 2224-2899 392 Volume 17, 2020 WSEAS TRANSACTIONS on BUSINESS and ECONOMICS Dwi Novitasari, Asri Laksmi Riani, DOI: 10.37394/23207.2020.17.38 Joko Suyono, Mugi Harsono

This research shows that workplace incivility can health. Previous studies mostly focused on the increase turnover intention. impacts of workplace incivility on ps ychological There are some practical implications of this health. Second, future research should consider an research; one of which is the importance of creating investigation on types of behaviors of workplace strategy and regulation for the sake of employee’s incivility since previous studies mainly centered retention. The organization and its executive should around workplace incivility on the aspects of be aware of the needs and interests of the employee perpetrators, witnessed and victims. This is who has a b ig risk to leave the company. In necessary to be done in order to enrich studies in the addition, organization should encourage coworkers area of workplace incivility. Third, future research and employers to give more support to employees should examine factors that can strengthen or who experience workplace incivility. weaken workplace incivility on the outcomes using This study also includes some suggestions for moderation variables. future research. First, small attention has been given to research on incivility outcomes on individual Innovation, 2018. [11] A. M. Patterson, A. C. Chris, and M. G. References: González-Morales, “Workplace incivility,” [1] S. H. Appelbaum, G. D. Iaconi, and A. in The Routledge Companion to Wellbeing at Matousek, “Positive and negative deviant Work, 2018, pp. 150–168. workplace behaviors: Causes, impacts, and [12] S. A. Vagharseyyedin, “Workplace solutions,” Corp. Gov., 2007. incivility: A concept analysis,” Contemp. [2] D. W. Osgood, J. K. Wilson, P. M. Nurse, 2015. O’Malley, J. G. Bachman, and L. D. [13] D. D. van Jaarsveld, D. D. Walker, and D. P. Johnston, “Routine activities and individual Skarlicki, “The role of job demands and deviant behavior,” Am. Sociol. Rev., 1996. emotional exhaustion in the relationship [3] C. Roberson and E. Azaola, Deviant between customer and employee incivility,” behavior. 2015. J. Manage., 2010. [4] L. M. Andersson and C. M. Pearson, “Tit for [14] Z. E. Zhou, L. L. Meier, and P. E. Spector, tat? the spiraling effect of incivility in the “The spillover effects of coworker, workplace,” Acad. Manag. Rev., vol. 24, no. supervisor, and outsider workplace incivility 3, pp. 452–471, 1999. on work-to-family conflict: A weekly diary [5] Christine Porath, “The hidden toll of design,” J. Organ. Behav., 2019. workplace incivility,” McKinsey Q., 2016. [15] P. Andersen, M. McAllister, S. Kardong- [6] C. M. Pearson and C. L. Porath, “On the Edgren, C. W. Miller, and C. Churchouse, nature, consequences and remedies of “Incivility behaviours exhibited by nursing workplace incivility: No time for ‘nice’? students: clinical educators’ perspectives of Think again,” Acad. Manag. Perspect., vol. challenging teaching and assessment events 19, no. 1, pp. 7–18, 2011. in clinical practice,” Contemp. Nurse, 2019. [7] G. W. Giumetti, E. S. McKibben, A. L. [16] K. N. Miner, A. L. Smittick, Y. He, and P. L. Hatfield, A. N. Schroeder, and R. M. Costa, “Organizations Behaving Badly: Kowalski, “Cyber incivility @ work: The Antecedents and Consequences of Uncivil new age of interpersonal deviance,” Workplace Environments,” J. Psychol. Cyberpsychology, Behav. Soc. Netw., 2012. Interdiscip. Appl., 2019. [8] S. A. Hutton, “Workplace incivility: State of [17] G. Thompson, R. Buch, and L. Glasø, “Low- the science,” Journal of Nursing quality LMX relationships, leader incivility, Administration, vol. 36, no. 1. pp. 22–27, and follower responses,” J. Gen. Manag., 2006. 2018. [9] I. M. Jawahar and B. Schreurs, “Supervisor [18] J. S. Bureau, M. Gagné, A. J. S. Morin, and incivility and how it affects subordinates’ G. A. Mageau, “Transformational performance: a m atter of trust,” Pers. Rev., Leadership and Incivility: A Multilevel and 2018. Longitudinal Test,” J. Interpers. Violence, [10] V. K. G. Lim, T. S. H. Teo, and R. Nishant, 2017. “Cyber Incivility at the Workplace,” in ICIS [19] K. A. Arnold and M. M. Walsh, “Customer 2017: Transforming Society with Digital incivility and employee well-being: testing

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