Please respond to this Every day, and at almost every minute, our work flow changes and so many roles must work together to make it a positive and healthy experience for our patients. Since my workplace ranked as a mildly healthy, there is some civility to the organization. I believe civility is present when management is involved in conflict. For example, if there is an issue between a nurse and a doctor, the manager of my unit will work with both parties to come up with a solution. When it comes to direct co-workers, less civility is present. For example, if a day shift RN is upset over the workload left behind by a night shift RN, staff are known to complain to one another and never directly speak with the other staff member in order to resolve the situation. From there, it creates an environment of hostility and gossip. For me, this incivility is being handled by the co-workers, like myself, who are taking the initiative to stop and redirect the management of those feelings. For example, recently a nurse was upset over medications not being given and interventions not being done by an off going RN. It was also an observed pattern of that staff member. I spoke with the frustrated RN and told them how I would handle that situation and it would be best to address it, away from other staff, when the returning nurse came back to the floor. Luckily, the nurse took my advice and handled the situation with respect. Both nurses came out of the situation in a better place. Please APA format 3 references not more than 5 years 1 page

Title: The Impact of Civility in the Workplace on Job Satisfaction and Performance


In today’s rapidly changing work environments, effective collaboration and positive relationships among team members are crucial for ensuring a healthy and productive work environment. Civility in the workplace refers to respectful and considerate interactions between colleagues, which, in turn, contribute to increased job satisfaction and better overall performance. This paper will discuss the importance of civility in promoting a positive work environment and outline strategies for addressing incivility to improve organizational climate.

Importance of Civility in the Workplace:

Civility in the workplace plays a significant role in enhancing job satisfaction and overall organizational performance. When management actively promotes and models a culture of civility, it fosters a sense of trust, cooperation, and respect among employees (Porath & Pearson, 2013). Research has consistently shown that employees who perceive a positive and respectful work culture experience higher job satisfaction and are more likely to engage in discretionary behaviors that contribute to improved organizational outcomes (Pearson & Porath, 2009).

In contrast, the absence of civility can have detrimental effects on individuals and the organization as a whole. Uncivil behaviors, such as gossip, backbiting, and disrespectful communication, can lead to increased stress, reduced job satisfaction, and decreased productivity (Lavelle et al., 2009). Moreover, incivility can negatively impact morale, teamwork, and employee retention, as individuals are more likely to withdraw from collaborative efforts if they feel disrespected or devalued (Cortina et al., 2001).

Addressing Incivility:

Addressing incivility in the workplace is essential for maintaining a positive work environment and enhancing job satisfaction and performance. While management plays a vital role in setting the tone for civility, individual employees can also take steps to address and prevent incivility in their work interactions. The following strategies can be effective in promoting civility and resolving conflicts between colleagues:

1. Encourage open communication and dialogue: Creating a culture where employees feel comfortable expressing their concerns and engaging in open dialogue can help prevent misunderstandings and address potential conflicts before they escalate. Employers should establish clear channels for communication, such as suggestion boxes or regular team meetings, to encourage open and respectful discussion among staff (Cortina et al., 2001).

2. Provide conflict resolution training: Offering training programs on conflict resolution and effective communication can equip employees with the skills necessary to address and resolve conflicts in a constructive manner. This can help prevent heated arguments or personal attacks and encourage a more collaborative approach to conflict resolution (Porath & Pearson, 2013).

3. Foster a culture of feedback and appreciation: Recognizing and appreciating colleagues’ contributions can improve morale and create a positive work climate. Regular feedback and acknowledgment of achievements can reduce the likelihood of grievances and foster a sense of belonging and value among employees (Pearson & Porath, 2009).

4. Support a zero-tolerance policy for incivility: Establishing clear expectations and consequences for uncivil behavior can send a strong message that incivility will not be tolerated in the workplace. This can help deter individuals from engaging in disrespectful behaviors and create a shared understanding of acceptable communication norms (Lavelle et al., 2009).


Civility in the workplace is vital for creating a healthy and positive work environment. Employees who perceive a respectful and considerate culture are more likely to experience higher job satisfaction and engagement, leading to improved performance and organizational outcomes. By encouraging open communication, providing conflict resolution training, fostering a culture of feedback and appreciation, and enforcing a zero-tolerance policy for incivility, organizations can promote a civil work environment that enhances employee well-being and productivity.


Cortina, L. M., Magley, V. J., Williams, J. H., & Langhout, R. D. (2001). Incivility in the workplace: Incidence and impact. Journal of Occupational Health Psychology, 6(1), 64-80.

Lavelle, J. J., Rupp, D. E., & Brockner, J. (2009). Taking a multifoci approach to the study of justice, social exchange, and citizenship behavior: The target similarity model. Journal of Management, 35(6), 1422-1446.

Pearson, C. M., & Porath, C. L. (2009). The cost of bad behavior: How incivility is damaging your business and what to do about it. Portfolio.

Porath, C. L., & Pearson, C. M. (2013). The price of incivility: Lack of respect harms performance, relationships. Harvard Business Review, 91(1), 115-121.