Introduction

Teachers continue to be under mounting pressure from a variety of sources to

increase student learning performance (e.g., through federal and state legislative mandates,

demanding parents, society in general), with little obvious relief in sight (Steffgen & Ewen,

2007). Workplace incivility has been found to cause significant distress on the individual and

organization in the private sector, often resulting in extensive damages, including decreased

performance of workers and organizations. Researchers were documented the harmful effect of

interpersonal abuse and mistreatment in the workplace (Caza & Cortina, 2007, Willness et al.,

2007; Cortina et al., 2001; Lim & Cortina, 2005; Porath & Pearson, 2010). Mistreatment in the

workplace is a widespread phenomenon that harms employees and organizational effectiveness.

To date, the majority of empirical research has focused on strong forms of mistreatment, such as

physical violence and psychological aggression (LeBlanc & Kelloway, 2002; Hershcovis et al.,

2007).

1.1 Workplace Incivility

Workplace incivility has been defined by Andersson and Pearson (1999) as “the low

intensity deviant with ambiguous intent to harm the target, in violation of workplace norms of

mutual respect’’ (p. 457). The general definition of incivility is uncivil, rude, or discourteous

behavior. Uncivil behaviors are characteristically rude and discourteous, displaying a lack of

regard for others (Cortina, 2008; Ismail & Zakuan, 2012; Andersson & Pearson, 1999). Incivility

related to rejected preference. Incivility demonstrated by disrespectful behavior. It undermines

the dignity, lordliness and self-esteem of employees, suffering unnecessary conditions (Cortina,

2008; Ismail & Zakuan, 2012).

 Behaviors that display disregard for others, including giving curt responses, making

negative faces, or silent treatment, have been shown to occur with higher incidence than physical

violence (Baron, Neuman, & Geddens, 1999).

Workplace incivility has been compared to many terms, including workplace mobbing,

workplace bullying, and non-sexual harassment. Martin and Hine (2005) insist that

distinguishing workplace incivility form bullying and harassment is necessary and that incivility

shares features with bullying and harassment but is not the same. Pearson, Andersson, and

Wegner (2001) found incivility to be different from other forms of antisocial and deviant

behaviors in that incivility is voluntary and the instigator may be at a higher, equal, or lesser

status than the target.

1.2 Organizational Constraints

Organizational constraints represent situations or things that prevent employees from

translating ability and effort into high levels of job performance. The work of Peters and

O'Connor (1980) on organizational constrains is logical, as they listed 11 areas of constraints that

interfered with job performance. These common situational constraints in organizations may

include faulty equipment, incomplete or poor information, or perhaps interruptions by others

(Peters & O'Connor, 1988; Villanova & Roman, 1993).

1.2.1 Constraints and Types

A constraint is that which keeps a system from achieving more of its goal. If a

manufacturer creating a product, then a constraint would be that which prevents you from selling

more of that product (Rowley, 2012).

 If the constraint is the demand that comes from the market, so it is external, and if the

constraint is the supply, that comes from the organization so it is internal constraint, and be

known as organizational constraints.

There are three types of internal constraints. The way the equipment is used may be

limiting output, the training and/or mindset of people could be preventing the system from

producing more, or it could be the policy of a company that is the real source of the system not

being able to achieve its goals.

1.3 Turnover Intentions

Intention to leave occurs when employees of the organization consider terminating their

employment with the specific organization based on their own free will (Shim & Chang, 2012).

Turnover is the process through which staff leave a business or organization and that business or

organization replaces them. Turnover intention is a measurement of whether a business or

organization employees plan to leave their positions or whether that organization plans to

remove employees from positions.

Turnover intention, like turnover itself, can be either voluntary or involuntary.

Researchers have established that the determinants in voluntary turnover are of a psychological,

sociological, and economic nature. Their explanatory model of voluntary turnover integrates

different types of determinants, such us working conditions, environmental conditions, and

employee characteristics (Burakova, 2014).

Turnover intention can be divided into two categories, namely voluntary and involuntary

turnover, which can be influenced by the party (employer or employee) who makes the decision

with regard to the continuation or termination of employment (Price, 1977). The current study
will focus on the relationship between turnover intention, which is voluntary, and workplace

incivility and the constrains that follow up the intention of turnover among Workplace incivility

is said to increase distrust and decrease positive exchanges between co-workers; in other words,

when employees perceive such negative relationships within the working environment, they are

more likely to leave the organization (Shim, 2015). According to Glendinning (2001), 50% of

employees who have experienced incivility have considered leaving the organization and 12%

actually terminate their employment with the organization

 Literature Review

Reio (2011) conducted the research with purpose to investigate the prevalence of

coworker and supervisor incivility in the context of K-12 schools and incivility’s possible link to

teachers’ commitment to the school and turnover intent. The data were collected via survey from

94 middle school teachers in the US. Results indicated that 85% of the teachers experienced

coworker incivility over the past year; 71% experienced supervisor incivility. MANOVA results

suggested no statistically significant differences in incivility by gender or ethnicity. Hierarchical

regression results suggested that supervisor incivility was associated negatively with

commitment and positively associated with turnover intent. Coworker incivility was not a

significant predictor in the regression equations. Macro- and micro-level human resource

strategies were offered as possible tools to lessen the likelihood of uncivil behavior.

Powell (2012) conducted a study and the participants in this study were educators from

fifty-two elementary, middle, and high schools in Kentucky (n = 380). The survey involved the

Workplace Incivility Scale (WIS), the Workplace Bullying Checklist (WB-C), and the School

Culture Triage Survey (SCTS). Results indicated that the prevalence of experienced workplace

incivility was 22% instigated by administrator, 26% instigated by principal and 38% instigated

by a coworker, within the previous year. Workplace bullying and workplace incivility were

found to be related constructs as significant positive correlations were found. Workplace

incivility and workplace bullying were inversely related to school culture as WIS correlated with

SCTS (p < .001) and WB-C correlated (p < .001) with the SCTS. After controlling for the

demographic variables, school culture was a statistically significant predictor (p < .01) of both

workplace incivility and workplace bullying. For teachers, marital status predicted the total

workplace incivility score (p< .01) and age predicted the co-worker incivility score (p < .01).
Gender was a significant predictor of workplace bullying (p < .01), as males reported more

bullying than females. Findings and implications of this study are discussed.

Bagozi and Boss (2009) conducted this research to better understand the mechanisms

through which experiencing incivility elicits employees’ decision to leave, we conducted a

longitudinal study that examined a sample of 721 nurses. Our investigation contributes to the

literature on workplace incivility by demonstrating that (a) certain contextual factors (i.e., role

ambiguity and work-shift) increase the effects of workplace incivility on turnover intentions, (b)

incivility does not induce the decision to leave the organization for employees engaged in

interpersonal altruistic behaviors (i.e., OCB-Is), and (c) specific managerial practices (i.e., team-

building and personal management interviews) may help organizations curtail the effects of

incivility on turnover intentions.

Nauta and Liu (2010) conducted a comparative research. The study the relations between

organizational constraints and four indices of job strains in cross-cultural work settings, both

self-report and coworker-report data were collected from university employees in two culturally

dissimilar countries: China and the United States. As predicted, U.S. university employees

reported more interpersonal constraints than did their Chinese counterparts. No country

difference was found for job context constraints. Both self-report and coworker-report data

revealed significant correlations between organizational constraints and job strains in both

countries. Country moderated the relations between interpersonal constraints and negative

emotions/job satisfaction/voluntary lateness, with stronger correlations in the United States than

in China. Country also moderated the relations between job context constraints and all four

indicators of job strains, indicating that U.S. university employees were more sensitive to
workplace constraints than were their Chinese counterparts. Suggestions are provided for future

research and practice applications.

Indigenous Researches

Bibi and Karim (2013) conducted the present study to examine the moderating role of

emotional intelligence in the relationship between workplace incivility and counterproductive

work behavior (abuse, production deviance, and sabotage, theft, and withdrawal behavior). A

total of one hundred and sixty university teachers completed measures of emotional intelligence,

workplace incivility, and counterproductive work behavior in seven public and private sector

universities of Pakistan. Moderated multiple regression analyses were employed to test the

interaction between workplace incivility and emotional intelligence on five facets of

counterproductive work behavior. Results showed that there was a positive relationship between

incivility and counterproductive work behavior and negative relationship between emotional

intelligence and counterproductive work behavior. The interaction of workplace incivility and

emotional intelligence explained a significant portion of variance in five facets of

counterproductive work behavior. Emotional intelligence emerged as a significant moderator

between workplace incivility and counterproductive work behavior. Keeping in view the strong

and positive relationship between workplace incivility and counterproductive work behavior,

training on both etiquette and emotional intelligence had been recommended for employees.

Shabir and Javed (2014) conducted a study with the sample (N=100) of employees from

telecommunication companies of Pakistan, current study carries out with the aim of exploring the

effect of workplace incivility and psychological capital on job stress. We also examined the

moderating influence of the psychological capital in the workplace incivility and job stress

relationship. Self-administered surveys were conducted and results of the questionnaire were
analyzed by using SPSS software. Results provided good support for the proposed hypothesis.

While workplace incivility was associated positively with job stress, psychological capital had a

significant relationship with job stress. As hypothesized, the result for the moderation was

counter to expectation where incivility, job stress relationship was stronger when psychological

capital was high. Our study provides a few approaches into the generalizability ideas and

concepts such as workplace incivility and psychological capital in Faisalabad.

Rationale

As it is commonly observed in our culture that teaching profession is submitted to be an

honorable and civil career option, mostly for graduate females. It is their very first priority to be

shortlisted in some reputed institute, but still for both male and female there always have been

experiences of incivility that are constrains in their job performance. Teachers continue to be

under mounting pressure from a variety of sources to increase student learning performance (e.g.,

through federal and state legislative mandates, demanding parents, society in general), with little

obvious relief in sight. New trending of recruiting teachers on base of appearances but not on

merits is demotivating for other staff members. Educational policy makers and superintendents,

and in-school instructional and administrative (e.g. principal) leaders need to be aware that

stressful contingencies contribute to a workplace context that may be less than ideal to work,

setting the stage for increasing the likelihood of teachers’ uncivil behaviors. This study aims to

find out the relation between workplace incivility and turnover intentions among teachers, and to

study the underlying constraints that is causing them to quit their jobs and also has aimed to find

ways to reduce the likelihood of uncivil behavior, increase teacher commitment, and decrease

turnover intent among teachers at our schools.

Objectives

 To find the relation between workplace incivility and turnover intentions.

 To differentiate incivility from harassment, and to know likelihood of uncivil behavior at

workplace.

 To find out the contributing factors and constrain that are likely to be increasing the

intention to quit.

Hypothesis

H1: There is likely to be a significant positive relation between workplace incivility and turnover

intentions.

H2: Organizational constraints positively contribute in workplace incivility among teachers.

H3: There is likely to be significant positive relation between organizational constrains and

turnover intentions.
 Method

Research Design

Correlational research design will be used as the study will conducted to find out the

relationship between workplace incivilities, organizational constrains and turnover intentions in

education sector.

Sampling Strategy

Non-probability sampling strategy will be used to gather data and sample will be

recruited based on characteristics of a population and objective of the study from college

teachers.

Sample

The sample (N=84) is computed by G*Power formula to compute actual size of sample,

but additional number of participants will be helpful in obtaining significant results of the

research. Participants with age range of 25-60 in education department.

Inclusion Criteria

1. Participants with the age range of 25 to 60 years will be included.

2. Minimum work experience will be 3 years.

3. Only permanent employees will be included.

4. Both male and female employees will be included.

5. Participants with minimum 16 years of education will be included.

Exclusion Criteria

1. Participants with less than 2 years’ experience will be excluded.

2. The subject may be applied in different fields other than organizations as health sector,

education and security etc. would be excluded.

3. Higher designation employees will be excluded i.e. at managerial positions

4. Less than 25 or above 60 years age participants will be excluded

5. Contract based employees will be excluded

6. University teachers are excludes.

6. Participants with mental disability will be excluded.

Operational Definitions

Workplace Incivility

Workplace incivility refers to unfairness and insensitivity displayed by supervisors or

coworkers while implementing policies, experienced by employees at any level of organizational

structure (Cortina, 2005).

Organizational Constrains

Organizational constraints are contextual factors that interfere with task performance.

Forms of organizational constraints in the organizational environment can have effects on organizational

development, such as knowledge constraints, resource constraints, financial constraints, cultural

constraints, and personnel constraints (Spector, 1997).

 Turnover Intentions

Turnover intentions are the thoughts of the employees regarding voluntary leaving the

organization (Camman, Fichman, Jenkins and Klesh, 1979).

Measurement Tools

Workplace Incivility Scale

Workplace incivility scale measures interpersonal mistreatment and the frequency of

rude, disrespectful behavior experienced by participant from supervisor or co-workers in past 5

years. It has alpha coefficient of .89, which shows it’s highly reliable and cohesive. Further its

Pearson correlation with another scale shows of -.59.

Organizational Constraints Scale

The OCS was based on the work of Peters and O'Connor (1980), who listed 11 areas of

constraints e.g., faulty equipment, or incomplete information. One item assesses each of the 11

constraint areas, and all items are summed into a total score. Respondents are asked to indicate

how often it is difficult or impossible to do his or her job because of each item. Although the

OCS yields a total score, the individual items are not considered parallel forms of the same

underlying construct. Rather we view this scale as a causal indicator scale (Bollen & Lennox,

1991), rather than the traditional effect indicator scale. With the latter, items are said to be

replicates of one another, and in structural equation modeling terms, responses are the effects of

the underlying construct. A causal indicator scale consists of items which are not manifestations

of the same underlying construct, but which combined polished versions have The internal

consistency of the scales proved satisfactory, ranging from 0.80 to 0.90 for Cronbach's α test and

from 0.72 to 0.86 for the test–retest method (Baka & Bazinka, 2016).
 Turnover Intention Scale

Turnover intentions scale asses the intention to quit the job. We will be using three main

items of this sectioned scale but the reported Cronbach’s alpha of 15 itemed scale is 0.91 Bothma

and Roodt’s (2013). The reliability of the six-item TIS-6 (α = 0.80). An alpha of .70 was used as

the cutoff point to estimate the internal consistency reliability of the TIS-6.

Procedure

Before the formal data collection, the formal permission was granted by all the authors to

utilize all the measures or instruments. After availing the permission administered authorities

were contacted through the authority letters granted by Institute of Applied Psychology

University of the Punjab Lahore. To carry out the research all the instruments were prescreened

in the pilot study for being devoid of elements of ambiguity. After this procedure permission was

granted by the branch head of different organizations where from data collected for research. The

measures were administered in face to face manner. Written informed consent was sought from

all respondents and they were clarified about the goals and the purpose of the research. It was

clarified to them that it is a voluntary participation in this research. They had the right to

withdraw from research any moment that they felt uncomfortable and it was ascertained that the

information taken from them would be kept confidential and anonymous and would not be used

for any commercial purposes other than academic research and publications. The measures were

administered individually. All the queries of the participants related to research were responded.

The gratitude was granted to respondent for being the part of the research.
Statistical Analysis

The descriptive analyses will be done by using SPSS. Pearson Product moment correlation,

multiple regression and Independent sample t-test will be used to analyze different hypotheses of

the present research.

Ethical Considerations

 Permission from authors of tools will be taken.

 Consent will be obtained from university management prior to conducting the

study.

 The purpose of the study will be made clear to all participants and they took part

voluntarily.

 The study will not request any identifying information from the subject in order to

maintain confidentiality.

 Results will be accessible to the interested researchers and participants.

Organizational Constraints Scale

How often do you find it difficult or impossible to

do your job because of...?

Less than once per

Once or twice per

Once or twice per

Once or twice per

Several times per

month or never

month

week

day

day
1. Poor equipment or supplies.
2. Organizational rules and procedures.
3. Other employees.
4. Your supervisor.
5. Lack of equipment or supplies.
6. Inadequate training.
7. Interruptions by other people.
8. Lack of necessary information about what to do
or how to do it.
9. Conflicting job demands.
10. Inadequate help from others.
11. Incorrect instructions.
Workplace Incivility Scale

Please indicate your answer by circling the appropriate number beside each question.

Use the following format:

Once or twice a year -1

Once or twice a month -2
About once a week -3
Several times a week -4
Everyday -5

During the past year while employed at your organizations, have you been in a situation where
your supervisor/co-workers

1. Put you down or was condescending to you in some way

2. Paid little attention to a statement you made or showed little interest in your opinion
3. Made demeaning, rude, or derogatory remarks about you
4. Addressed you in unprofessional terms, either publicly or privately
5. Ignored or excluded you from professional camaraderie
6. Doubted your judgment in a matter over which you have responsibility
7. Made unwanted attempts to draw you into a discussion of personal matters
8. Ignored you or failed to speak to you
9. Made jokes at your expense
10. Yelled, shouted, or swore at you
Turnover Intention Scale
1. Strongly agree
2. Agree
3. Neutral
4. Disagree
5. Strongly disagree

(1) As soon as I can find a better job, I will leave the organization
(2) I am actively looking for a job outside the organization
(3) I am seriously thinking of quitting my job.