The Impact of Cyber Incivility in the Workplace

Almost 3 in 5 people in the United States work in some kind of virtual workspace every week, with 35% of people working from home five days a week, and 58% of people working from home at least one day a week, according to a 2022 survey by McKinsey & Co. 

While the survey shows that 87% of workers take the opportunity to work remotely if they have it, the option doesn’t come without its challenges. One of those challenges is cyber incivility in the workplace — a research subject for Devalina Nag, PhD, an assistant professor of management at the University of San Diego's Knauss School of Business. 

What Is Cyber Incivility in the Workplace?

Incivility in the workplace refers to low-intensity, rude and discourteous behavior in employment environments that, while not necessarily violating any formal rules or policies, demonstrates a lack of respect for colleagues. This phenomenon is not new to the modern American workplace, as microaggressions, implicit biases and cultural insensitivities have been present since the dawn of the working age. 

However, the emergence of remote work has introduced a new type of incivility in the workplace: cyber incivility. The concept is only beginning to be researched, with Nag first becoming interested in the topic during the COVID-19 pandemic. Nag and her co-authors from the University of Memphis and the University of Texas at Arlington explore the subject in their recent paper, “A Theoretical Model of Selective Cyber Incivility: Exploring the Roles of Perceived Informality and Perceived Distance,” published in the Human Resource Management Journal. 

In the context of this research, cyber incivility refers to insensitive internal and external virtual communications such as: 

• Sending a rudely worded email or instant message 
• Purposely delaying a response to an email or message 
• Failing to thoughtfully respond to an email or message when it’s warranted 

The researchers describe how it is the perceived climate of informality and distance in the virtual workplace that fosters this behavior.

Selective Cyber Incivility

Cyber incivility was found to be especially consequential for those with a stigmatized identity. While anyone can be the recipient of cyber incivility, it is disproportionately people in marginalized groups who are targeted. This is known as selective cyber incivility. 

“The research makes the argument that stigmatized people are already facing incivility in person, but their experiences of online incivility are exacerbated and higher in number,” Nag says. “In person, perpetrators may restrict themselves, but in virtual communication environments, the perception of distance enables perpetrators to behave with greater insensitivity on a more frequent basis.” 

Selective cyber incivility in the workplace has a direct impact on the victims of this insensitive behavior, but it also has a ripple effect that poses negative impacts for organizations at large.

Consequences of Incivility in the Workplace

Incivility in the workplace — whether selective or general — can decrease workers’ performance, hinder their positive job attitudes and damage their well-being. Unlike incivility in an in-person environment, cyber incivility cannot be escaped; it can happen during work hours, after work hours and even while employees are on vacation. This can be particularly depleting for marginalized individuals, who are likely to correlate the incivility with their stigmatized identity. 

“When confronted with online harassment, the standard advice is: ‘Block the perpetrator.’” Nag says. “However, this approach proves ineffective when dealing with uncivil behavior from coworkers, supervisors, or clients, given the substantial impact on one’s career and livelihood. Individuals with marginalized identities who face persistent incivility are often left feeling powerless and vulnerable, leading to significant harm to their well-being.”

Poor employee well-being is associated with loss of productivity, reduced innovation and high turnover rates — all of which have a negative impact on an organization’s bottom-line performance.

How Can Organizations Improve Their Employees’ Digital Communication?

While cyber incivility in the workplace is a complex issue that demands more research, Nag suggests that companies can protect their workers by taking the following steps:

Create a Netiquette Code

Creating and instituting a netiquette (net etiquette) code allows a company to clearly lay out its rules and expectations for employees’ written virtual communication. This code can include instructions pertaining to written materials’ structure, response time and formality. When all employees are subjected to standardized communication models, incivility can be more effectively spotted and addressed.

Build Employees’ Psychological Capital

Employees’ psychological capital refers to their positive psychological development as characterized by four key components: self-efficacy, hope, resilience and optimism. These components collectively enhance each employee’s ability to handle challenges and pursue goals effectively in the workplace.

Employers can invest in training and resources to help employees build their psychological capital, such as by learning proactive strategies including mindfulness and mentorship to defend themselves.

Invest in DEI Resources

By investing in diversity, equity and inclusion (DEI) resources, employers can foster a culture of respect and understanding in the workplace, directly challenging the roots of incivility. By educating employees about diverse perspectives and promoting inclusive practices, organizations can reduce misunderstandings and biases that often lead to uncivil behaviors.

Take on the Top Challenges in the Modern Workplace

In today's increasingly digital work landscape, cyber incivility presents a significant challenge, especially for marginalized individuals who may experience it more intensely. While embracing the flexibility of remote work, organizations must also recognize and address the nuances of online communication. Dr. Devalina Nag’s research underscores the importance of establishing clear communication norms, bolstering employees’ psychological well-being and prioritizing diversity and inclusion initiatives to ensure a respectful, productive and inclusive virtual workplace for all.

Nag and her fellow faculty members are revealing vital insights into key business and societal trends. If you’re interested in making the American workplace a better environment for all employees, earning a business degree from the University of San Diego Knauss School of Business can set you on the road to impact. Explore our undergraduate or graduate programs today. 

Recommended Readings

Public Persuasion in Marketing: The Battle Between Industry and Activism 

How Racial Concordance Impacts Hispanic Health Outcomes 

Auditor-Client Communications: Industry Implications for Engagements 

Sources:

BMC Psychology, “Workplace Incivility as a Risk Factor for Workplace Bullying and Psychological Well-Being: A Longitudinal Study of Targets and Bystanders in a Sample of Swedish Engineers”

Human Resource Management Journal, “A Theoretical Model of Selective Cyber Incivility: Exploring the Roles of Perceived Informality and Perceived Distance” 

McKinsey & Co., “Americans Are Embracing Flexible Work — and They Want More of It”

Devalina Nag, PhD, joined the Knauss School of Business at the University of San Diego as an assistant professor of management in Fall 2022. Her current research focuses on the manifestation and implications of contemporary social disadvantages for employees with stigmatized identities. Specifically, her research seeks to illuminate how these experiences of social disadvantage vary based on group memberships. Dr. Nag’s research offers insight to academic scholars, organizational leaders and management practitioners on promoting justice, equity and egalitarianism, thereby improving organizational effectiveness.