How employees leverage psychological capital and perform, even in the presence of rude co-workers: an empirical study from Pakistan

Abstract

Purpose This study aims to unpack the link between co-worker incivility and job performance, by detailing a mediating role of psychological detachment and a moderating role of psychological capital. Design/methodology/approach The research hypotheses are tested with three-wave, time-lagged data collected from Pakistani-based employees and their supervisors. Findings An important reason that disrespectful co-worker treatment curtails job performance, with respect to both in-role and extra-role work efforts, is that employees detach from their work environment. This mediating role of psychological detachment is less salient to the extent that employees possess high levels of psychological capital. Practical implications For organizations, this study pinpoints a key mechanism, a propensity to distance oneself from work, by which convictions that co-workers do not show respect direct employees away from productive work activities. This study also shows how this mechanism can be subdued by ensuring that employees exhibit energy-enhancing personal resources. Originality/value This study expands extant research on the dark side of interpersonal co-worker relationships by revealing pertinent factors that explain why and when co-worker incivility can escalate into diminished performance-enhancing activities.