Employees emotional responses to incivility from different sources at workplace

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Employees emotional responses to incivility from different sources at workplace

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: D10508803 EMPLOYEES' EMOTIONAL RESPONSES TO INCIVILITY FROM DIFFERENT SOURCES AT WORKPLACE : Ma The Ngan : Dr Ying-Jung Yeh : 109 10 I lllllll llll lllll lllll lllll lllll lllll 111111111111111111 I IUllll,1111 !llll lllll fllll lllll [llll [111111111.IIII IUI D10508803 Dissertation Advisor.Ying-Jung Yeh Doctoral Dissertation Recommendation Form Department : Department of Business Administration Student's Name: Dissertation title: MA THE NGAN EMPLOYEES' EMOTIONAL RESPONSES TO INCIVILITY FROM DIFFERENT SOURCES AT WORKPLACE This is to certify that the dissertation submitted by the student named above, has been written under my supervision I hereby approve this dissertation to be applied for examination Advisor: Ying-Jung Yeh Co advisor: Co_advisor's Signature: _ Advisor's Signature: � � Date: U> W I � ? I f O ( yyyy/mm/dd) 1111111111111111111111111111111111111111111111111111111 111.IIIIIJlll [11111111111111 !llll [llll [1111 !1111)111 IUI 010508803 Dissertation Advisor: Ying-Jung Ye h t-f±f1tt1�i-Jl tttt Qualification Form by Doctoral Degree Examination Committee Department:Department of Business Administration Student's Name:MA THE NGAN Dissertation Title: EMPLOYEES' EMOTIONAL RESPONSES TO INCIVILITY FROM DIFFERENT SOURCES AT WORKPLACE This is to certify that the dissertation submitted by the student named above, is qualified and approved by the Examination Committee Committee Chairman's Signature: Program Director's Signature: h-n:s Department/Institute Chairman's Signature: Date: W_2-_0 I OJ I JO (yyyy/:u: /z t!j 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 T A B TI i L TT A E ii BS A iii C TA iv BL LI vi ST LI vii ST 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 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 LIST OF TABLES Ta ble Ta ble Ta ble Ta ble Ta ble Ta ble 51 52 55 56 57 58 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 M 1.6 a T 1.6 r S 2.1 h D 1.8 i someone of higher W 2.0 e 1.97 M 1.8 a M 1.9 a 0.90 M 1.6 a M 2.0 a 2.91 d e 2.5 I 2.3 rI 01 2.3 n 84 d i g S c N e r v o D i D o 2.1 1.8 95 2.3 1.89 2.1 2.3 2.3 53 O rg M a I t de al M a M a E m M a 1.9 2.1 77 95 2.4 2.2 1.9 54 Table Descriptive Statistics and Correlations In di M S ea D 2 – – – 9 – Organization – 27 Organizational power distance Note 2.13 46 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 56 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 56 56 57 56** 00 01 Gender: = 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 Fear on Incivility Independent and control variable Fear Model Model Model Level Su per Co wo Cu sto me r 06 –.0 4 Level Organizational power distance (OPD) –.09 –.11 Interaction Supervisor incivility × OPD Coworker incivility × OPD Customer incivility × OPD R2 ∆R2 Notes – a Gender: = male; = female b 48* 49 48 01 00 Working experience: = 1-3 years; = 4-6; = 7-9; = 10-12; = 13-15; = more than 15 * p < 05; **p < 01; ***p < 001 Table Regression Data for Sadness on Incivility Independent and control variable Sadness 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 Customer incivility × OPD R2 ∆R Notes – a Gender: = male; = female b 53* 54 01 00 Working experience: = 1-3 years; = 4-6; = 7-9; = 10-12; = 13-15; = more than 15 * p < 05; **p < 01; ***p < 001 Figure Theoretical Model Organizational Power distance Organization level Individual level Supervisor incivility Coworker incivility Customer incivility E ( Figure Interactions between organizational power distance and coworker incivility with anger as a dependent variable Anger 2.5 1.5 lo w po 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 60 Fear 1.5 low power distance high power distance 0.5 low supervisor incivility high supervisor incivility 61 Figure Interactions between organizational power distance and customer incivility with fear as a dependent variable Fear 2.5 low power distance 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 2.5 Sadness 1.5 low power distance high power distance 0.5 low customer incivility high customer incivility ... Student's Name:MA THE NGAN Dissertation Title: EMPLOYEES' EMOTIONAL RESPONSES TO INCIVILITY FROM DIFFERENT SOURCES AT WORKPLACE This is to certify that the dissertation submitted by the student... 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

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