Study: Rudeness in workplace is costly

Employers beware: the way your employees treat each other may be declining, and it’s costing you money.

Research shows acts of incivility in the workplace have doubled during the past 20 years, and the acts cost companies about $14,000 annually per employee because of decreased productivity and lost work time. Rudeness in the workplace gets paid forward, usually in a matter of a few hours, according to Chris Rosen, a University of Arkansas professor in the department of management and lead researcher of a study published in the Journal of Applied Psychology.

The co-authors of the study were Russell Johnson of Michigan State University, Allison Gabriel of the University of Arizona and Joel Koopman of the University of Cincinnati.

Rosen and his colleagues found when an employee acts condescendingly, sarcastically or rudely, the behavior becomes contagious and the recipient often responds poorly within a short time frame.

“Basically, incivility begets incivility,” Rosen said.

Being treated rudely can cause mental fatigue and sense of loss of self-control, especially in a stressful environment, Rosen said. But these downward spirals of incivility can be interrupted if employees have the opportunity to deflect the negativity by taking a break, going for a walk or practicing mindfulness.

Rosen called the uncivil behaviors “low-intensity deviant,” and said they include ignoring another person, making a condescending comment or putting someone down. The targeted employee then puts energy toward understanding why and formulating a response or trying to inhibit a negative response. This increases frustration and negative emotions.

Rosen distinguished these behaviors from bullying, harassment or threats, and said they don’t typically rise to the level of needing legal intervention or sanctions — but that’s what makes them insidious. Because the behavior is more benign and ambiguous, the actor can deny he meant harm, or he can claim there was a misunderstanding so as to avoid taking responsibility. Thus the behaviors occur frequently and go unpunished, creating a noxious social environment. Emotional exhaustion, work strains and ill health can result, the study stated.

These behaviors are more common when organizational politics are high and in environments where workers do what is best for them and not best for the organization as a whole, the research showed.

INCIDENTS ON THE RISE
Maggie Young, president of the Southwest Employee Assistance Program in Little Rock, said as many as 80% of the hotline calls her company receives are triggered by individual employees seeking help with their relationships, and the incidents of coworker conflict are definitely on the rise.

“In general, there is a strain in our work-life balance. We don’t have as much in our reserves, and it comes out as ill temper or not being as gracious,” Young said. “While each incident might not rise to the level of requiring intervention, they slowly erode the morale of a department and chip away at productivity.”

Young said her company helps businesses across Arkansas define and create a specific desired culture. Using leadership training, coaching and counseling services, the programs increase employee morale and boost productivity. Many companies are also establishing wellness programs to encourage exercise, healthy eating and mindfulness, all of which improve work performance and overall well-being, she said.

“People do a really good job of reaching out for help if you provide them with a resource,” Young said. “Essentially, we’re teaching human behavior.”

Young said leadership bears responsibility for an uncivil workplace atmosphere.

“I wouldn’t say these problems are necessarily created by leaders, but leaders are certainly called upon to get things back on track,” she said.

She emphasized a person shouldn’t necessarily feel powerless if a workplace culture is less than ideal.

“Walk in and set the tone for the kind of environment you want to be in. Put out the kind of energy you want to see in return. Make an intentional decision about your own behavior. You can create change and be the turning point,” she said.

NO AMBIGUTY
Rosen said research shows company managers must set clear expectations for employees to treat others with mutual respect in the workplace, especially within competitive environments. There can be no ambiguity about expectations.

During the study, Rosen and his colleagues followed 70 employees in their workplaces, making contact several times per day to inquire about interactions. They found more incidents of rudeness in highly competitive workplaces, with jobs such as finance and sales and those requiring more emotional regulation, such as in customer service.

“Incivility is more likely when employees have heavy workloads or experience time pressure, as these aspects of work are likely to deplete employees, thus limiting their ability to self-regulate,” Rosen said.

Employees should take breaks, go for short walks, or engage in mindfulness activities to replenish energy — and to help them inhibit impulses to be rude or respond rudely, the study results showed.

“Managers and small business owners should encourage employees to take short breaks during the day, particularly during a busy work shift or after engaging in a cognitively or emotionally demanding task such as dealing with a difficult customer,” Rosen suggested.

Company leaders must model the positive behavior, Rosen emphasized. Visible leaders set the behavioral norms. Workplace politics are lessened when leadership provides clear and frequent feedback to employees about the types of behaviors that are desired. Give this feedback informally, during daily interactions, and formally through performance reviews, he said.

Emotionally charged topics such as sports and politics could also ignite an incivility spiral, Rosen speculated, especially when workloads are heavy and time is scarce. Depleted individuals will find it harder to inhibit emotional responses at work and sensitive topics such as political preference tend to elicit emotional responses.