This dissertation examines the relationship between two communication-related dimensions of organizational culture, workplace incivility, and turnover. In particular, it investigates the impact that four human resources practices have on the relationship between incivility and turnover. These practices are (a) training, (b) formal policies, (c) grievance procedures, and (d) vertical hierarchy. Employing data from the National Organizations Survey (2002), the study provides a conceptual model suggesting that "soft" measures such as organizational culture and human resources practices impact the bottom line of an organization.
The dissertation is divided into five chapters. Chapter One provides an introduction to the research problem and presents the case that workplace incivility, one form of counterproductive workplace behavior, is an important topic for investigation as it is potentially costly to organizations. Chapter Two provides a summary and synthesis of literature differentiating incivility as a behavior construct and describing reported impact to individuals and organizations. Chapter Three focuses on the methodology and analysis techniques employed by the study, including multiple regression. Chapter Four presents the results of the analysis. Discussion and implications of the study, as well as recommendations for future research is presented in Chapter Five.
|School||UNIVERSITY OF LOUISVILLE|
|Subjects||Management; Occupational psychology|
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