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Leading from the Inside Out
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  • "This program is great and well facilitated. I hope that more healthcare leaders can have the opportunity to participate in this kind of program."
  • "This is a good program and especially helpful to have other participants in the same field of work."
  • "I thought Callie did a great job at providing opportunities for everyone in the group to open, honest and to share their valuable experiences with others."
  • "Working with the other leaders was the most rewarding – to hear other leaders and their struggles and together coming up with self-care strategies to better cope with work-life balance"
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Guidelines and Regulations

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WorkSafeBC’s healthcare and social services planned inspection initiative focuses on high-risk activities in the workplace that lead to serious injuries and time-loss claims.
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WorkSafeBC is releasing a discussion paper with proposed amendments to the Current Rehabilitation Services and Claims Manual that guide wage rate decisions related to short-term and long-term disability compensation. Recommended amendments include: These changes may affect your claims costs. Click here to view the proposed changes and offer feedback to WorkSafeBC – The deadline is 4:30 p.m. on Friday, […]
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Workplace Incivility

The Nature and Impact of Workplace Incivility

Workplace incivility and bullying disrupt the respectful, collaborative, and effective working relationships essential to health care aides’ safety and quality care provision.
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What is Incivility?

  • Also known as micro-aggressions, anti-social behaviour, horizontal hostility.
  • Is a low-intensity, deviant act that violates workplace norms or respectful interactions with an ambiguous intent to harm.
  • Is one of the most pervasive forms of antisocial behaviour, but its subtlety makes it difficult to detect.
  • Can lead others to adopt similar behaviours over time, creating a downward spiral that can result in a toxic workplace.
  • Is more likely to be passive, indirect, and verbal in nature.
  • Doesn’t rise to the same level as bullying or harassment which is prohibited in the workplace by law.

What is Bullying?

  • Is characterized by an escalating, hostile relationship
  • Is frequent (e.g., occurs 1-2 times per week) and persistent (e.g., occurs over a minimum 6-month period)
  • Is openly hostile and negative
  • Is more likely to be active, direct, and physical in nature

Consequences of Workplace Incivility

The consequences of workplace incivility are far-reaching, impacting both the individual and the organization.

They include:

  • Decreased job satisfaction
  • Decreased organizational commitment and engagement
  • Decreased co-worker support and collaboration
  • Decreased engagement with work
  • Increased burnout
  • Increased illness-related absence and intent to leave (the organization and the health care sector)

References

  • Andersson LM, Pearson CM. (1999). Tit for tat? the spiraling effect of incivility in the workplace. Academy of Management Review, 24(3):452-471.
  • Agervold, M, Mikkelsen EG. (2004). Relationships between bullying, psychosocial work environment and individual stress reactions. Work & Stress, 18(4):336-351.
  • Cortina LM, Kabat-Farr D, Magley VJ, Nelson K. (2017). Researching rudeness: The past, present, and future of the science of incivility. Journal of Occupational Health Psychology, 22(3):299.
  • Daly T, Banerjee A, Armstrong P, Armstrong H, Szebehely M. (2011). Lifting the ‘violence veil’: Examining working conditions in long-term care facilities using iterative mixed methods. Canadian Journal on Aging, 30(2):271-284.
  • Ekici D, Beder A. (2014). The effects of workplace bullying on physicians and nurses. Australian Journal of Advanced Nursing, 31(4):24.
  • Evans D. (2017). Categorizing the magnitude and frequency of exposure to uncivil behaviors: A new approach for more meaningful interventions. Journal of Nursing Scholarship, 49(2):214-222.
  • Lim S, Lee A. (2011). Work and nonwork outcomes of workplace incivility: Does family support help? Journal of Occupational Health Psychology, 16(1):95.
  • Rush KL, Adamack M, Gordon J, Janke R. (2014). New graduate nurse transition programs: Relationships with bullying and access to support. Contemporary Nurse, 48(2):219-228.
  • Ortega A, Christensen KB, Hogh A, Rugulies R, Borg V. (2011). One‐year prospective study on the effect of workplace bullying on long‐term sickness absence. Journal of Nursing Management, 19(6):752-759.
  • Torkelson E, Holm K, Bäckström M, Schad E. (2016). Factors contributing to the perpetration of workplace incivility: The importance of organizational aspects and experiencing incivility from others. Work & Stress, 30(2):115-131.
  • Trépanier S, Fernet C, Austin S. (2013). Workplace bullying and psychological health at work: The mediating role of satisfaction of needs for autonomy, competence and relatedness. Work & Stress, 27(2):123-140.
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We strive to empower those working in the continuing care sector to create safer, healthier workplaces by fostering a culture of safety through evidence-based education, leadership, and collaboration.
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