Women of color experience significantly more incivility than men of color but less than white women; women are more likely than men to experience incivility in departments where women constitute the majority of the workforce

Gender, Race, and Experiences of Workplace Incivility in Public Organizations. Amy Smith et al. November 2019. https://www.researchgate.net/publication/337567005

Description: Workplace incivility can have deleterious effects on individuals and organizations, but few studies have examined predictors of incivility in public 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 incivility such that women of color experience significantly more incivility than men of color but less 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.

Discussion and Conclusion

Relatively few studies have examined the prevalence of workplace incivility within public sector organizations. Filling this gap is important for several reasons. Although public management scholarship is increasingly focused on the behavior of public employees, there is still a great deal that we do not know about what goes on between employees as they navigate their organizational life (Vickers, 2006). In many ways this prevents us from fully grasping the complete and sometimes complex range of public employees’ interactions and experiences at work. This gap is especially important because workplace incivility can have wide-ranging effects not only for the employees themselves, but also for the public they are meant to serve (Vickers, 2006). Additionally, when individuals of demographic subgroups disproportionately experience incivility, it becomes a subtle form of discrimination and further marginalizes historically disadvantaged groups such as women and people of color. Our data allow us to identify how individual-level characteristics and group-level characteristics can determine the extent to which the local government employees from our survey experienced incivility.  In particular, our results offer insight into what some consider a modern form of workplace discrimination – selective incivility (Cortina, 2008, Cortina et al., 2013; Gabriel, et. al., 2018). 

At the individual level, we find that women experience more incivility than men, white employees experience more incivility than employees of color, and that the difference in incivility is greater between women and men of color than between white women and men. Our findings also indicate that employees in the early or late stages of tenure with the organization as well as those in managerial positions tend to experience less incivility.  In addition to the individual-level factors that impact experience with workplace incivility, we also find that women experience more incivility when there are more women in the immediate workgroup/department on a whole.  We discuss the implications for each of these findings next.

As expected, we find that women experience more incivility than men. We join other studies in suggesting that incivility can be selective, often targeting individuals from particular demographic groups (Cortina, 2008; Cortina et. al., 2013). In this way, incivility can be considered a form of modern discrimination in the workplace further disadvantaging already marginalized groups (Cortina, 2008; Cortina et. al., 2013).  In addition, while there are channels for reporting and addressing explicit forms of discrimination, the subtle and ambiguous nature of incivility make it difficult to articulate its extent in an organization.  Thus, our findings might also suggest that workplace incivility may be underreported in general and even more so by members of marginalized groups. Experiencing incivility, even if not reported, increases turnover intentions; this can have adverse career consequences particularly if it results in a silent exit of women from public organizations (Cortina et al., 2013).

Somewhat surprisingly, we find that employees of color experience less incivility than other racial groups. While theory would suggest employees of color would experience more incivility in the workplace, we join other studies that have also found mixed support for this assertion (Lim & Lee, 2011; Welbourne, Gangadharan, & Sariol, 2015; Kern & Grandey, 2009). 

One explanation for this unexpected finding might be that groups traditionally marginalized because of their race have been conditioned to tolerate uncivil acts by isolating themselves within their organizations. Critical race theorists have suggested that employees of color working in predominately white organizations often participate in avoidance coping strategies following an instance of misbehavior from a colleague (Decuir-Gunby & Gunby, 2016). These coping strategies may involve employees ignoring the situation and distancing themselves from their colleagues (Decuir-Gunby & Gunby, 2016; Evans & Moore, 2015). If employees of color are regularly using avoidance coping strategies this implies they may experience less incivility because they are avoiding interactions that could result in incivility. In short, while employees of color may not be experiencing incivility to the same extent as other racial groups, that could be the case because they are instead experiencing isolation.  

While employees of color report less incivility than white employees, the women of color in our sample reported higher incivility than the men of color. This result is similar to that reported by Cortina and colleagues, in which African American women reported higher levels of incivility than the men of color (2013). The setting for that study was the military, leading the authors to speculate that norms of hyper-masculinity jibed with stereotypes of African American men, leading them to experience a belonging that held incivility at bay. While cities and counties are not necessarily hyper-masculine, they are indeed gendered organizations (Guy 2017) that may advantage men over women of color. This finding suggests a slightly different take on intersectionality in line with Crenshaw’s (1989) work, where multiple identity categories simultaneously can influence one’s experience with workplace incivility. While this is a modest finding with regards to intersectionality dynamics in public administration, it supports Bearfield’s (2009) assertion that the future of PA research on social equity demands an intersectional approach.

While not the primary focus of our study, we also find that those who have been employed for either just a few or for many years as well as those in managerial positions report less experiences of incivility.  Newcomers may not entirely realize that what they are experiencing is a form of incivility, especially if it is subtle and low in intensity. Or, not yet inculcated into the norms and culture of the organization, they may assume such behaviors are normal and thus not consider them to be problematic.  They may also be less willing to speak up even when they do feel they are the subject of misbehavior.  For seasoned organizational members, possibly towards the end of their career, tolerance for incivility might increase simply because they see it as a temporary condition (until they retire) or because it is “the way things have always been around here.”  While subordinates may experience incivility from both managers and peers, managers may be less likely to be the targets of uncivil behavior due to their status and formal power within the organization.

As our data allow us to examine both individual- and group-level effects on incivility, we also find that when there exists gender parity in a department, women, on average, report higher experiences with incivility than men. And interestingly, in departments where women constitute the majority, there is a sharp difference in incivility experiences for men and women.  In such departments, men report significantly fewer experiences with incivility than women.  This finding may be indicative of the dynamic found by other studies that women experience more incivility and interpersonal conflict instigated by women than by men (Gabriel, et al., 2018; Sheppard & Aquino, 2017), thus rendering moot any protection from incivility they may gain from being the majority group. The root of this dynamic may be women’s perception of increased competition for scarce organizational resources or opportunities for advancement when there are more women (Gabriel, et al., 2018; Sheppard & Aquino, 2017). To stave off this competition, women may seek to alienate other women through various mechanisms and behaviors, including incivility (Gabriel, et al., 2018; Derks, et al., 2016).

Due to the wide-ranging effects workplace incivility has on employees, it is important to consider how managers can address incivility in their organizations. While the literature has provided many explanations of how to manage incivility (Pearson & Porath, 2005; Crampton & Hodge, 2008), it fails to recognize that these solutions may not be effective for traditionally marginalized employees. Incorporating an intersectional perspective when addressing incivility promotes the recognition of marginalized identities and emphasizes the need for solutions that are beneficial to all employees.

Managers can operationalize an intersectional perspective to incivility in several ways. First, managers should train employees on incivility in a proactive manner (Cortina & Magley, 2009) that incorporates understandings of implicit bias. Instigators of workplace incivility need to know what types of behaviors are uncivil, and how their personal biases can lead to selective incivility. In addition, managers should create channels allowing employees to provide anonymous feedback on the organization’s management of incivility (Cortina & Magley, 2009; Pearson, Andersson, & Porath, 2000). This method allows managers to know how severe incivility is within their agencies and more effectively address the situation without requiring individual employees to jeopardize their positions. Attempting to incorporate an intersectional perspective will help ensure that employees holding traditionally marginalized identities are not overlooked when resolving issues of workplace incivility.