Gender, Race, and Experiences of Workplace Incivility in Public Organizations

• Author: Deneen M. Hatmaker,Amy E. Smith,Shahidul Hassan,Leisha DeHart-Davis,Nicole Humphrey
• Date: 01 December 2021
• DOI: 10.1177/0734371X20927760
• Published date: 01 December 2021
• Subject Matter: Articles

https://doi.org/10.1177/0734371X20927760

Review of Public Personnel Administration

2021, Vol. 41(4) 674 –699

© The Author(s) 2020

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DOI: 10.1177/0734371X20927760

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Article

Gender, Race, and

Experiences of Workplace

Incivility in Public

Organizations

Amy E. Smith1, Shahidul Hassan2,

Deneen M. Hatmaker3, Leisha DeHart-Davis4,

and Nicole Humphrey5

Abstract

Workplace incivility can have deleterious effects on individuals and organizations

such as decreased job satisfaction and commitment, employee turnover, and

reductions in morale and performance. Moreover, these effects can be exacerbated

for women and employees of color. However, few studies have examined

predictors of incivility in public sector organizations. This study explores how

public employees’ incivility experiences vary across social categories, specifically

by gender and race. Data were collected with a survey from all employees of four

local governments in North Carolina. The results of hierarchical linear modeling

show that women experience more incivility than men, and that men and women

of color experience fewer incidences of incivility than White men and women.

We also find that race moderates the relationship between gender and workplace

incivility. Specifically, women of color experience more incivility than men of color,

but less incivility than White women. Finally, women are more likely than men to

experience incivility in departments where women constitute the majority of the

workforce. Implications of these results for human resource management in public

organizations are discussed.

1University of Massachusetts Boston, USA

2The Ohio State University, Columbus, USA

3University of Connecticut, Hartford, USA

4The University of North Carolina at Chapel Hill, USA

5The University of Kansas, Lawrence, USA

Corresponding Author:

Amy E. Smith, McCormack Graduate School, University of Massachusetts Boston, 100 Morrissey

Boulevard, Boston, MA 02125, USA.

Email: AmyE.Smith@umb.edu

927760ROPXXX10.1177/0734371X20927760Review of Public Personnel AdministrationSmith et al.

research-article2020

Smith et al. 675

Keywords

workplace incivility, gender, race, hierarchical linear modeling

Introduction

Anti-discrimination laws in the United States have reduced incidences of overt harass-

ment and discrimination in the workplace, but prejudices persist often in subtle ways.

One type of misbehavior not governed by law but common nonetheless is workplace

incivility. It is defined as “low-intensity deviant behavior with ambiguous intent to

harm the target, in violation of workplace norms for mutual respect. Uncivil behaviors

are characteristically rude and discourteous, displaying a lack of regard for others”

(Andersson & Pearson, 1999, p. 457).

Workplace incivility is more subtle than other forms of misbehavior, such as bul-

lying or harassment, because its intent is ambiguous (Hershcovis, 2011; Neall &

Tuckey, 2014; Pearson et al., 2005). Vickers (2006) compares workplace incivility to

a “wolf in sheep’s clothing” (p. 69). As incivility is more subtle, mundane, and “under

the radar,” it offers individuals a way to mistreat others that can be dismissed as stem-

ming from ignorance (Cortina et al., 2017; Cunningham et al., 2014). Moreover,

when women and people of color disproportionately experience workplace incivility,

it can be considered a subtle form of “modern discrimination,” in contrast to the more

overt forms of harassment and discrimination prohibited by law, social norms, and

workplace policies (Cortina, 2008; Cortina et al., 2013; Gabriel et al., 2018;

Marchiondo et al., 2018).

Workplace incivility can have serious negative consequences for individual

employees and the organization. At the individual level, employees may experience

reduced job performance, satisfaction and commitment, engage in work withdrawal

behaviors, and be more likely to leave the organization entirely (Cortina et al., 2013;

Estes & Wang, 2008; Hershcovis & Barling, 2010; Pearson et al., 2000). Incivility can

also result in adverse psychological effects such as stress, anxiety, depression, burn-

out, or loss in self-esteem (Cortina, 2008; Estes & Wang, 2008). At the organizational

level, it can negatively affect organizational performance because employees may

reduce work efforts, be less likely to work collaboratively, avoid extra-role behaviors,

or simply exit the organization (Cortina, 2008; Estes & Wang, 2008). When it affects

women and employees of color specifically, workplace incivility can place them on

the margins of everyday work life, further disadvantaging historically marginalized

groups (Cortina et al., 2013). For public organizations in particular, any workplace

behavior that marginalizes women and employees of color makes it difficult to pursue

values of social equity and fairness that are cornerstones for public service (Gooden,

2014). As such experiences have adverse effects on employee morale, the effects of

incivility between public sector employees may spill over and negatively influence

their interactions with the public and the quality of services rendered (Vickers, 2006).

Incivility has received very limited attention in public administration (PA) research,

despite the significance of the topic and Vickers’ (2006) call for PA scholars to con-

sider it. Although other disciplines, such as management (e.g., Porath & Pearson,