This study explores the relationship between psychological capital, workplace incivility, job resources, and work engagement. The moderating effect of workplace incivility and psychological capital on job resources and work engagement is investigated using multiple regression. The study’s findings are based on the survey conducted on 400 respondents from essential services. The association between job resources and work engagement is considerably moderated by workplace incivility. Psychological capital has insignificant interaction effects with job resources and workplace incivility on work engagement. This study offers various avenues for further research and alerts essential services workplace in several ways.
AbubakarA. M., MustafaI., Al-TalR. M., & EluwoleK. K. (2017). eWOM, Revisit Intention, Destination Trust and Gender. Journal of Hospitality and Tourism Management, 31, 220–227.
2.
AdilM. S., HamidK. B. A., & WaqasM. (2020). Impact of perceived organizational support and workplace incivility on work engagement and creative work involvement: a moderating role of creative self-efficacy. International Journal of Management Practice, 13(2), 117–150.
3.
AhmedU., KuraK. M., UmraniW. A., & PahiM. H. (2019). Modeling the link between developmental human resource practices and work engagement: The moderation role of service climate. Global Business Review, 21(1), 31–53.
4.
Al-ZyoudM. F., & MertI. S. (2019). Does employees’ psychological capital buffer the negative effects of incivility?Euro Med Journal of Business, 14(3), 239–250.
5.
AnderssonL. M., & PearsonC. M. (1999). Tit for tat? The spiraling effect of incivility in the workplace. Academy of Management Review, 24(3), 452–471.
6.
ArasliH., NaminB. H., & AbubakarA. M. (2018). Workplace incivility as a moderator of the relationships between polychronicity and job outcomes. International Journal of Contemporary Hospitality Management, 30(3), 1245–1272.
7.
AveyJ. B., LuthansF., & JensenS. M. (2009). Psychological capital: A positive resource for combating employee stress and turnover. Human Resource Management, 48(5), 677–693.
8.
AveyJ. B., LuthansF., & YoussefM. C. (2010). The additive value of positive psychological capital in predicting work attitudes and behaviours. Journal of Management, 36(2), 430–452.
9.
BakkerA. B. (2014). The Job Demands–Resources Questionnaire. Rotterdam: Erasmus University.
10.
BakkerA. B., DemeroutiE., & Sanz-Vergel. (2014). Burnout and work Engagement: The JD-R Approach. Annual Review of Organizational Psychology and Organizational Behaviour, 1, 389–411.
11.
BeattieL., & GriffinB. (2014). Day-level fluctuations in stress and engagement in response to workplace incivility: A diary study. Work & Stress, 28(2), 124–142.
12.
BrownA. K., & DijkP. V. (2016). An examination of the role of psychological safety in the relationship between job resources, affective commitment and turnover intentions of Australian employees with chronic illness. The International Journal of Human Resource Management, 27(14), 1626–1641.
13.
CohenJ., CohenP., WestS. G., & AikenL. S. (2003). Applied multiple. regression/correlation analysis for the behavioural sciences (3rd ed.). Lawrence Erlbaum Associates Publishers.
14.
ChambelM., & FarinaA. (2015). HRM and temporary workers’ well-being: A study in Portugal and Brazil. Cross Cultural Management An International Journal, 22(3), 447–463.
15.
ChambelM. J., CastanheiraF., & SobralF. (2016). Temporary agency versus permanent workers: A multigroup analysis of human resource management, work engagement and organizational commitment. Economic and Industrial Democracy, 37(4), 665–689.
16.
ChristianM. S., GarzaA. S., & SlaughterJ. E. (2011). Work engagement: A quantitative review and test of its relations with task and contextual performance. Personnel Psychology, 64(1), 89–136.
17.
ClercqD. D., HaqI. U., AzeemM. U., & AhmadH. N. (2019). The relationship between workplace incivility and helping behavior: Roles of job dissatisfaction and Political Skill. The Journal of Psychology, 153(5), 507–527.
18.
DavenportN. D., SchwartzR. D., & ElliottG. P. (2002). Mobbing: Emotional abuse in the American workplace. Ashland, OH: Book Masters.
19.
DemeroutiE., BakkerA. B., NachreinerF., & SchaufeliW. B. (2001). The job demands-resources model of burnout. Journal of Applied Psychology, 86(3), 499–512.
20.
DemskyC. A., EllisA. M., & FritzC. (2014). Shrugging it off: Does psychological detachment from work mediate the relationship between workplace aggression and work-family conflict?Journal of Occupational Health Psychology, 19(2), 195–205.
21.
D’SouzaG. S., IrudayasamyF. G., UsmanS. A., KowalskiK. B., AndiappanV. S., & ParayitamS. (2021). The effect of emotional intelligence and psychological capital on knowledge, service and leadership excellence: Knowledge sharing and trust as moderators. FIIB Business Review. 10.1177/23197145211065087.
22.
EstesB., & WangJ. (2008). Workplace incivility: Impacts on individual and organizational performance. Human Resource Development Review, 7(2), 218–240.
23.
FoulkT., WoolumA., & ErezA. (2016). Catching rudeness is like catching a cold: The contagion effects of low-intensity negative behaviors. Journal of Applied Psychology, 101(1), 50–67.
24.
GlendenningP. M. (2001). Workplace bullying: Curing the cancer of the American workplace. Public Personnel Management, 30(3), 269–287.
25.
GuoJ., QiuY., & GanY. (2020). Workplace incivility and work engagement: The chain mediating effects of perceived insider status, affective organizational commitment and organizational identification. Current Psychology, 41(4), 1809–1820.
26.
HakanenJ. J., SchaufeliW. B., & AholaK. (2008). The job demands-resources model: A three-year cross-lagged study of burnout, depression, commitment, and work engagement. Work & Stress, 22(3), 224–241.
27.
HalbeslebenJ. R. B. (2010). A meta-analysis of work engagement: Relationships with burnout, demands, resources, and consequences. In BakkerA. B. (Ed.) & LeiterM. P., Work engagement: A handbook of essential theory and research. (pp. 102–117). Psychology Press.
28.
HayesA. F. (2013). Introduction to mediation, moderation, and conditional process analysis: A regression-based approach. New York, NY: The Guilford Press.
29.
HenselerJ., RingleC. M., & SinkovicsR. R. (2009). The use of partial least squares path modeling in international marketing. Advances in International Marketing, 20(1), 277–319.
30.
HobfollS. E., JohnsonR. J., EnnisN., & JacksonA. P. (2003). Resource loss, resource gain, and emotional outcomes among inner-city women. Journal of Personality and Social Psychology, 84(3), 632–643.
31.
HopstakenJ. F., van der LindenD., BakkerA. B., & KompierM. A. J. (2015). A multifaceted investigation of the link between mental fatigue and task disengagement. Psychophysiology, 52(3), 305–315.
32.
HopstakenJ. F., van der LindenD., BakkerA. B., KompierM. A., & LeungY. K. (2016). Shifts in attention during mental fatigue: Evidence from subjective, behavioral, physiological, and eye-tracking data. Journal of Experimental Psychology: Human Perception and Performance, 42(6), 878–889.
33.
JhaJ. K., & SudK. (2020). Exploring influence mechanism of abusive supervision on subordinates’ work incivility: A proposed framework. Business Perspective and Research, 9(2), 324–339.
34.
KahnW. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724.
35.
KašpárkováL., VaculíkM., ProcházkaJ., & SchaufeliW. B. (2018). Why resilient workers perform better: The roles of job satisfaction and work engagement. Journal of Workplace Behavioral Health, 33(1), 43–62.
36.
LavignaR. J. (2013). Engaging government employees: Motivate and inspire your people to achieve superior performance. American Management Association.
37.
LeeJ., & JensenJ. M. (2014). The effects of active constructive and passive corrective leadership on workplace incivility and the mediating role of fairness perceptions. Group and Organization Management, 39(4), 416–443.
38.
LeiterM. P., LaschingerH. K. S., DayA., & Gilin-OoreD. (2011). The impact of civility interventions on employee social behaviour, distress, and attitudes. Journal of Applied Psychology, 96(6), 1258–1274.
39.
LimS., IliesR., KoopmanJ., ChristoforouP., & ArveyR. D.(2018). Emotional mechanisms linking incivility at work to aggression and withdrawal at home: An experience-sampling study. Journal of Management, 44(7), 2888–2908.
40.
LuthansF., YoussefC. M., & AvolioB. J. (2007). Psychological capital: Developing the human competitive edge. Oxford University Press. 10.1093/acprof:oso/9780195187526.001.0001
41.
MalikP., & GargP. (2020). Learning organization and work engagement: the mediating role of employee resilience. The International Journal of Human Resource Management, 31(8), 1071–1094.
42.
MaunoS., KinnunenU., & RuokolainenM. (2007). Job demands and resources as antecedents of work engagement: A longitudinal study. Journal of Vocational Behaviour, 70(1), 149–171.
43.
MeierL. L., & SpectorP. E. (2013). Reciprocal effects of work stressors and counter productive work behavior: A five-wave longitudinal study. Journal of Applied Psychology, 98(3), 529–539.
44.
NargotraM., & SarangalR. K. (2021). Perceived organizational support and intention to stay: The mediating effect of employee engagement. FIIB Business Review. 10.1177/23197145211042521.
45.
NicholsonT., & GriffinB. (2015). Here today but not gone tomorrow: Incivility affects after-work and next-day recovery. Journal of Occupational Health Psychology, 20(2), 218–225.
Op den KampE. M., TimsM., BakkerA. B., & DemeroutiE. (2018). Proactive vitality management in the work context: Development and validation of a new instrument. European Journal of Work and Organizational Psychology, 27(4), 493–505.
48.
OsatukeK., MooreS. C., WardC., DyrenforthS. R. & BeltonL. (2009). Civility, respect, engagement in the workforce (crew) nationwide organization development intervention at veterans health administration. The Journal of Applied Behavioral Science, 45(3), 384–410.
49.
PearsonC. M., & PorathC. (2005). On the nature, consequences and remedies of workplace incivility: No time for “nice”? Think again. Academy of Management Executive, 19(1), 7–18.
50.
PearsonC. M., & PorathC. (2009). The cost of bad behaviour: How incivility is damaging your business and what to do about it. Penguin Books.
51.
PearsonC. M., AnderssonL. M., & PorathC. L. (2000). Assessing and attacking workplace incivility. Organizational Dynamics, 29, 123–137.
52.
PorathC. (2015). The costs of bad behaviour: And what leaders can do to manage it. Organizational Dynamics, 44(4), 254–257.
53.
PorathC., MacInnisD., & FolkesV. (2010). Witnessing incivility among employees: Effects on consumer anger and negative inferences about companies. Journal of Consumer Research, 37(2), 292–303.
54.
PorathC., & PearsonC. M. (2013). The Price of Incivility. Harvard Business Review, 91(1–2), 114–146.
55.
RanaS., AnandA., PrasharS., & HaqueM. M. (2022). A perspective on the positioning of Indian business schools post COVID-19 pandemic. International Journal of Emerging Markets, 17(2), 353–367.
56.
RegoA., OwensB., YamK. C., BluhmD., CunhaM. P., SilardA., GonçalvesL., MartinsM., SimpsonA. V., & LiuW. (2019). Leader humility and team performance: Exploring the mediating mechanisms of team psycap and task allocation effectiveness. Journal of Management, 45(3), 1009–1033.
57.
ReioT. G.Jr., & Sanders-ReioJ. (2011). Thinking about workplace engagement: Does supervisor and coworker incivility really matter?Advances in Developing Human Resources, 13(4), 462–478.
58.
RobertsS. J., SchererL. L., & BowyerC. J. (2011). Job stress and incivility: What role does psychological capital play?Journal of Leadership & Organizational Studies, 18(4), 449–458.
59.
RoscignoV. J., HodsonR., & LopezS. (2009). Workplace incivilities: The role of interest conflicts, social closure, and organizational chaos. Work, Employment, and Society, 23(4), 747–773.
60.
SchaufeliW. B., BakkerA. B., & MarisaS. (2006). The measurement of work engagement with a short questionnaire: A cross-national study. Educational and Psychological Measurement, 66(4), 701–716.
61.
SchaufeliW. B., & BakkerA. B. (2004). Job demands, job resources, and their relationship with burnout and engagement. Journal of Organizational Behaviour, 25(3), 293–315.
62.
SchilpzandP., LeavittK., & LimS. (2016). Incivility hates company: Shared incivility attenuates rumination, stress, and psychological withdrawal by reducing self-blame. Organizational Behaviour and Human Decision Processes, 133, 33–44.
63.
ScheierM. F., CarverC. S., & BridgesM. W. (1994). Distinguishing optimism from neuroticism (and trait anxiety, self-mastery, and self-esteem): A reevaluation of the life orientation test. Journal of Personality and Social Psychology, 67(6), 1063–1078.
64.
ShantzA., & AlfesK. (2015). Work engagement and voluntary absence: The moderating role of job resources. European Journal of Work and Organizational Psychology, 24(4), 530–543.
65.
SonnentagS., EckK., FritzC., & KühnelJ. (2020). Morning reattachment to work and work engagement during the day: A look at day-level mediators. Journal of Management, 46(8), 1408–1435.
66.
SpectorP. E., & FoxS. (2002). An emotion-centered model of voluntary work behavior: Some parallels between counterproductive work behaviour (CWB) and organizational citizenship behavior (OCB). Human Resource Management Review, 12(2), 269–292.
67.
StefanidisA., StrogilosV., & KyriakidouN. (2022). Work engagement of employees who are parents of children with disabilities: empirical evidence from Singapore and the United Kingdom. The International Journal of Human Resource Management, 33(10), 1943–1975.
68.
SweetmanD., & LuthansF. (2010). The power of positive psychology: Psychological capital and work engagement. In BakkerA. B. & LeiterM. P. (Eds.), Work engagement: A handbook of essential theory and research (pp. 54–68). Psychology Press.
69.
TorkelsonE., HolmK., BäckströmM., & SchadE. (2016). Factors contributing to the perpetration of workplace incivility: The importance of organizational aspects and and experiencing incivility from others. Work Stress, 30(2), 115–131.
70.
TricahyadinataH. I., SuryaniS. Z. A., & RiadiS. S. (2020). Workplace incivility, work engagement, and turnover intentions: multi-group analysis,Cogent Psychology, 7(1).
71.
UsmanS. A., KowalskiK. B., AndiappanV. S., & ParayitamS. (2021). Effect of knowledge sharing and interpersonal trust on psychological capital and emotional intelligence in higher-educational institutions in India: Gender as a moderator. FIIB Business Review. 10.1177/23197145211011571.
72.
Vahle-HinzT., BaethgeA., & DickR. V. (2019). Beyond one work day? A daily diary study on causal and reverse effects between experienced workplace incivility and behaving rude towards others,European Journal of Work and Organizational Psychology, 28(2), 272–285.
73.
VolmerJ., BinnewiesC., SonnentagS., & NiessenC. (2012). Do social conflicts with customers at work encroach upon our private lives? A diary study. Journal of Occupational Health Psychology, 17(3), 304–315.
74.
WilliamsD. M., & RhodesR. E. (2016). The confounded self-efficacy construct - conceptual analysis and recommendations for future research. Health Psychology Review, 10(2),113–128.
75.
XanthopoulouD., BakkerA. B., & FischbachA. (2013). Work engagement among employees facing emotional demands: the role of personal resources. Journal of Personnel Psychology, 12(2), 74–84.
76.
YoungK. A., HassanS., & HatmakerD. M. (2021). Towards understanding workplace incivility: Gender, ethical leadership and personal control. Public Management Review, 23(1), 31–52.
77.
ZhongL., WayneS. J., & LidenR. C. (2016). Job engagement, perceived organizational support, high-performance human resource practices, and cultural value orientations: A cross-level investigation. Journal of Organizational Behavior, 37(6), 823–844.
