Disrespectful colleagues, dysfunctional parenting: The effect of workplace incivility on parental attitudes, well-being and behaviours.

Two dyadic studies address the link between workplace incivility and dysfunctional (i.e., authoritarian and permissive) parenting, and the role played by parent cognitions and well-being in these relationships. One hundred and forty-eight working mother-spouse dyads participated in Study 1. Mothers reported on their own workplace incivility experiences and parenting self-efficacy, while husbands rated mothers' authoritarian parenting behaviour. Results showed that parenting self-efficacy mediates the effects of workplace incivility on authoritarian parenting. Study 2 sought to replicate and extend these findings with a sample of one hundred and seventy-five working parent-spouse dyads. Working mothers and fathers reported on their own workplace incivility experiences, parenting self-efficacy and burnout, while their spouses rated their authoritarian and permissive parenting. The moderating effects of romantic relationship conflict were also assessed. Results supported the role of self-efficacy in mediating the relationship between workplace incivility and authoritarian parenting, with effects exacerbated among those experiencing higher levels of romantic relationship conflict. Moreover, incivility related to working parents' burnout, and in turn, permissive parenting. Our findings shed light on an understudied social context wherein workplace incivility may shape one's personal life, and broadens our understanding of the nature, scope, and impact of this workplace problem.

Weathering the storm alone or together: Examining the impact of COVID-19 on sole and partnered working mothers.

Sole employed mothers and their families face numerous challenges. Yet, the unprecedented circumstances of the COVID-19 pandemic may be adding additional risk to the already precarious day-to-day reality of this population. Thus, we examine the implications of this crisis for the mental health and job-related well-being of both sole and partnered working mothers. Participants were 206 mothers who continued to work during the pandemic. A moderated mediation model was analyzed. Work-family conflict (WFC) during the pandemic differentially related to mothers' parenting stress, based on romantic partnership status; when mothers were sole parents, the relationship between WFC and parenting stress was exacerbated. Moreover, this stress mediated the relationship between WFC and both poor mental health and decreased work engagement for sole employed mothers. Findings broaden our understanding of the implications of the COVID-19 pandemic for sole and partnered employed mothers, and how this crisis may be increasing disparities between working sole-parent and dual-partner families.

Harm to Those Who Serve: Effects of Direct and Vicarious Customer-Initiated Workplace Aggression.

While there is a large body of research on the effects of being a direct target of workplace aggression, there is far less research on the vicarious experience of aggression at work, despite the fact that more people experience workplace aggression vicariously (i.e., observe it or hear about it) than they do directly. In this study, we develop and test a model of the effects of direct and vicarious exposure to aggression that is directed at employees by customers. Structural equation modeling provided support for the proposed model, in which direct and vicarious workplace aggression influences the perceived risk of future workplace aggression, which in turn affects organizational attachment (affective commitment and turnover intentions) and individual well-being (psychological and physical). Conceptual research and policy implications are discussed.

Revisiting the comparative outcomes of workplace aggression and sexual harassment.

We focus on the differential outcomes associated with experiencing workplace aggression and sexual harassment by a supervisor. To do so, we identify and empirically address several issues within current workplace aggression and sexual harassment research, including the need to (a) conceptualize their multidimensional nature, (b) contrast comparable dimensions between the two, (c) recognize and control for covictimization, and (d) consider the role of target gender. Data were analyzed using multiple regression and dominance analyses on a sample of 467 employed women (M age = 40 years). Results showed that all forms of sexual harassment were more strongly associated with work withdrawal and psychological well-being than comparable forms of workplace aggression. Nonphysical workplace aggression accounted for more of the variance in attitudinal outcomes (job, coworker and supervisor satisfaction, intent to quit, commitment) than nonphysical sexual harassment. Sexual harassment accounted for more of the variance than workplace aggression in all outcomes when the harassment and aggression involved some form of threatened or actual physical contact. Conceptual and methodological issues are discussed.

Comparing perceived injustices from supervisors and romantic partners as predictors of aggression.

To examine the predictive effects of perceived injustice in two different interpersonal relationships (i.e., working relationship with a supervisor, romantic relationship with a partner) on aggression enacted in those relationships, we computed a series of multilevel regressions on 62 heterosexual couples with all 124 partners employed part-time and working for different supervisors. Higher levels of perceived supervisor injustice predicted higher supervisor-directed aggression, whereas higher levels of perceived partner injustice predicted lower supervisor-directed aggression. An interaction between perceived partner injustice and anger predicted higher levels of partner-directed aggression. Implications and recommendations for future research on the relationship specificity of perceived injustice are discussed.

Predicting workplace aggression and violence.

Consistent with the relative recency of research on workplace aggression and the considerable media attention given to high-profile incidents, numerous myths about the nature of workplace aggression have emerged. In this review, we examine these myths from an evidence-based perspective, bringing greater clarity to our understanding of the predictors of workplace aggression. We conclude by pointing to the need for more research focusing on construct validity and prevention issues as well as for methodologies that minimize the likelihood of mono-method bias and that strengthen the ability to make causal inferences.

Third-party support for strike action.

Labor strikes are often seen as battles for public support. Members of the public are asked to show respect for a strike by refusing to cross the picket line or by joining strikers on the picket line. Such public support may affect the morale of strikers and influence the strike's duration. Despite the perceived importance of the public in labor disputes, members of third parties have not been considered in previous strike research. In 2 studies, the authors show that a new measure of third-party strike support is unidimensional and highly reliable. In both cases, union attitudes and perceptions of distributive justice were significant predictors of support for strike action. Those who are more supportive of unions in general and believe that the contract offered to the strikers was unfair were more likely to support the strike by engaging in such actions as conversing with strikers, writing letters, and refusing to cross the picket line.

Predicting workplace aggression: a meta-analysis.

The authors conducted a meta-analysis of 57 empirical studies (59 samples) concerning enacted workplace aggression to answer 3 research questions. First, what are the individual and situational predictors of interpersonal and organizational aggression? Second, within interpersonal aggression, are there different predictors of supervisor- and coworker-targeted aggression? Third, what are the relative contributions of individual (i.e., trait anger, negative affectivity, and biological sex) and situational (i.e., injustice, job dissatisfaction, interpersonal conflict, situational constraints, and poor leadership) factors in explaining interpersonal and organizational aggression? Results show that both individual and situational factors predict aggression and that the pattern of predictors is target specific. Implications for future research are discussed.

Workplace aggression in teenage part-time employees.

Among adult employees, interpersonal injustice and abusive supervision predict aggression toward supervisors at work. The aim of this study was to assess whether similar relationships exist among teenage employees and, further, whether teenagers' reasons for working moderate these relationships. Multiple regression analyses on data from 119 teenage employees showed that financial and personal fulfillment reasons for working moderate the impact of interpersonal injustice and abusive supervision on aggression directed at workplace supervisors. These findings contribute to the understanding of workplace aggression by demonstrating that (a) teenagers engage in this workplace behavior, (b) the predictors are similar to those of adult aggression, and (c) reasons for working play a moderating role among this particular cohort. The possible long-term consequences of teenagers' use of aggression at work are discussed.

Predicting and preventing supervisory workplace aggression.

The authors examined factors that lead to and prevent aggression toward supervisors at work using two samples: doctoral students and correctional service guards. The results supported that perceived interpersonal injustice mediates the relationship between perceptions of supervisory control over work performance and psychological aggression directed at supervisors, and further that psychological aggression toward supervisors is positively associated with physical acts of aggression directed at supervisors, supporting the notion of an escalation of aggressive workplace behaviors. Moreover, employees' perceptions of organizational sanctions (i.e., negative consequences for disobeying organizational policies) against aggression appear to play an important role in the prevention of workplace aggression by moderating the relationship between injustice and aggression targeting supervisors.