Posted: December 2nd, 2022

Identify Signs of Workplace Toxicity

Identify Signs of Workplace Toxicity
Discussion
Scholars indicate that workplace toxicity is not open conflict, harassment, or violent behavior. Johnson and Indvik (2001) indicate that obnoxious behavior is evident in the workplace. The scholars argue that workplace toxicity signs include gossiping, snapping at coworkers, and leaving a jammed printer. The violence affects productivity, loyalty, and commitment. On the other hand, Dumazert and Plane (2012) argue that organizations can deviate from rational expectations and adopt traditions that promote rudeness. Deviant human behavior such as non-compliance and dysfunctional organizational behavior can amount to workplace toxicity. The toxicity in the workplace environment affects the productivity and commitment of the employees. Leaders can set a bad example if they tolerate or perpetuate toxic behaviors.
Deviant behaviors among employees can be voluntary actions of the employees. Dumazert and Plane (2012) state that the negative work is defined in terms of both origin and form. Management teams have a responsibility to analyze deviant behaviors to determine the causes of violating the order. Dumazert and Plane (2012) note that negative organizational behavior can harm both a company’s performance and its employees. The management should take steps to alleviate the negative behavior such as favoritism, aggression, and blaming colleagues. The behavior can be evident among the employees or leaders. Taking steps to eliminate the toxicity will promote a healthy, safe, conducive, and efficient workplace environment.
Porath (2016) examines the concept of signs of workplace toxicity. Porath (2016) appreciates that toxicity is a common experience in the marketplace. One of the signs of toxicity in the workplace, according to Porath (2016), is rude behavior such as outright nastiness and ignoring people’s opinions. According to Porath (2016), toxicity in the workplace leads to employees’ poor performance and low negative capabilities. While some people attempt to respond to incivility, few people are unsatisfied with how employers handle the toxicity. Tolerance undermines the ability to end the toxicity and foster friendly behavior. When leaders tolerate toxicity, they avoid dealing with behavior signs that undermine a conducive workplace environment.
Rudeness is a major sign of workplace toxicity. Employees exhibit rudeness in their behavior or words. According to Porath and Pearson (2013), rudeness is on the rise in the workplace environment. A 2011 study shows that half of the employees in the study were treated with rudeness. Porath and Pearson (2013) argue that employees who experience incivility respond with toxic behavior. Retaliating in a toxic manner builds a pattern of incivility. Porath and Pearson (2013) note that the signs of bullying are bullying, failure to apologize, and unchecked rudeness. The signs of toxicity may be evident in an entire department. Team leaders can propagate toxic behavior if they keep blaming the employees when they are wrong and only appreciate their efforts.
Conclusion
Workplace toxicity affects the quality of the working environment. Workplace toxicity signs include gossiping, snapping at coworkers, and leaving a jammed printer. Deviant human behavior such as non-compliance and dysfunctional organizational behavior can amount to workplace toxicity. Toxicity involves rude behavior such as outright nastiness and ignoring people’s opinions. Organizations have a responsibility to identify and address workplace toxicity.

References
Dumazert, J. P., & Plane, J. M. (2012). Negative deviant behaviors in the workplace: Causes and impacts to co-workers and human relations. Revue de gestion des ressources humaines, (4), 52-63.
Johnson, P. R., & Indvik, J. (2001). Slings and arrows of rudeness: Incivility in the workplace. Journal of Management Development. (20), 78.
Porath, C. (2016). An antidote to incivility. Harvard Business Review, 94(4), 22.
Porath, C., & Pearson, C. (2013). The price of incivility. Harvard Business Review, 91(1-2), 115-121.

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