The mediating role of workplace incivility on the relationship between organizational culture and employee productivity: a systematic review

Abstract

This theoretical review explores the intricate relationship between Denison’s organizational culture and worker productivity within the context of municipalities, with a specific focus on workplace incivility as a potential mediator. Denison’s model, encompassing four key cultural traits - involvement, consistency, adaptability, and mission - provides a comprehensive framework for understanding how organizational culture impacts various organizational outcomes. The main goal of this review is to introduce the conceptual model framework that suggests the connections between the dimensions of Denison’s organizational culture and employee productivity as well as workplace incivility. The effect of Denison’s organizational culture on the productivity of municipal workers will be explored. By combining existing theoretical perspectives and empirical evidence, this study aims to offer a comprehensive understanding of how each dimension of Denison’s model interacts with and influences productivity through incivility in the distinct settings of municipal organizations. Furthermore, this review contributes to both theoretical and practical domains by enhancing our understanding of how Denison organizational culture manifests in municipal settings and its subsequent influence on worker productivity. Moreover, it furnishes a comprehensive insight into workplace incivility, presenting theoretical arguments and substantiating evidence. The discourse advocates for the vigilant monitoring, effective management, and elimination of adaptable organizational cultural practices within municipalities. These efforts are proposed to not only mitigate workplace incivility but also foster an environment conducive to heightened employee performance and productivity.

Keywords:

• Denison organizational culture
• municipal organizations
• worker productivity
• workplace incivility
• theoretical review

Reviewing Editor:

• Komalsingh Rambaree, Department of Social Work and Criminology, University of Gävle, Gavle, Sweden

Subjects:

• Social Work
• Asian Studies
• Psychological Science

1. Introduction

The culture of a municipality, particularly in the context of Indian municipal corporations, is molded by its dedication to public service, accountability, and community involvement. These entities function within an intricate system of local governance, addressing a variety of issues including urban planning, infrastructure advancement, and public well-being (Wamsler et al., 2014). The Denison culture model, highlighting characteristics such as involvement, consistency, adaptability, and mission, corresponds effectively with the requirements of Indian municipal corporations (Mbirira, 2023). Involvement leads to engaged employees contributing to decision-making, and improving service delivery. Consistency creates a stable work environment, essential for public trust (Norris et al., 2008). Adaptability enables effective responses to changing urban dynamics and community needs. A clear mission aligns employees with sustainable urban development goals for citizens’ improved quality of life. The Denison Organizational Culture Model is particularly valuable for understanding how various cultural dimensions impact organizational effectiveness (Mohammadi, 2020). (Singh et al., 2023) have discovered that organizational culture plays a crucial role in influencing the work productivity of employees. Thus, to maintain the productivity of employees, especially in a public organization, it is important to maintain a healthy culture. Employees of public organizations often face workplace incivility due to factors such as bureaucratic constraints, resource limitations, high job demands, and political influences, which can lead to decreased productivity, job satisfaction, commitment, and performance (Ejiroghene & Josephine, 2023). Workplace incivility is characterized by behaviors of low intensity and deviance, displaying ambiguous intentions to cause harm to the target individual, thereby breaching established workplace standards emphasizing mutual respect. The interplay of personality traits and organizational culture has been found to significantly impact workplace incivility, with culture having a stronger influence on perceptions and experiences of incivility compared to personality traits alone (Petrova & Spatenka, 2022). Conversely, (Smith et al. 2021) have demonstrated that workplace incivility negatively impacts employee performance, encompassing task performance, adaptive performance, counterproductive work behavior, and contextual performance. Research suggests that addressing incivility is crucial for the well-being, productivity, and retention of healthcare practitioners in the field of radiology (Asad Ali & Siddiqui, 2020). Additionally, leadership styles and collective culture have been found to strongly predict incivility in the workplace (Nurhayati & Sari, 2023). It has been recommended that organizations create an environment where uncivil behavior among employees is reduced (Sneha & Pooja, 2020). Overall, the presence of a positive organizational culture and the absence of workplace incivility are important factors in promoting worker productivity.

1.1. Denison organizational culture in municipalities

The organizational culture of a municipality is a complex and multifaceted entity that significantly influences how the local government functions and interacts with its community (Maleka, 2023). At its core, a municipal culture is shaped by a well-defined and compelling mission that serves as a guiding force for the various initiatives and services it undertakes (Miminoshvili, 2016). An organizational culture that values and upholds these principles not only ensures the efficient delivery of essential services but also reinforces the municipality’s credibility and reputation (Sebidi, 2022). The survey on a region of Latvian municipality highlighted key factors influencing its Denison organizational culture, emphasizing the constant adoption of new methods and accessible information for employees. Top-rated indices are ‘capability development’ and ‘strategic direction’, aligning with Denison’s identified factors crucial for efficiency in the municipality’s work. (Kokina & Ostrovska, 2013). Utilizing a validated model of organizational culture that has been tailored to suit the specific context of South African municipalities, the present study, which draws upon data collected through a comprehensive survey involving 767 employees from five distinct municipalities within the OR Tambo District, brings to light notable areas of excellence in terms of customer orientation and the establishment of long-term objectives. Conversely, the investigation identifies certain shortcomings concerning the operational aspects of strategic intent, as well as the motivation to engage in continuous organizational learning. The paper suggests management levers for change and improvement based on these findings. (Nzewi et al., 2016). There is a direct and significant association between the culture within an organization and the various dimensions of organizational intelligence, including strategic vision, shared destiny, desire for change, morale, unity, agreement, knowledge utilization, and performance pressure. By considering the influence of organizational culture on enhancing the level of organizational intelligence, it becomes conceivable to leverage the efficiency and effectiveness of the municipality of Mashhad, even with limited resources, to provide optimal efficiency to its residents (Saberifa, 2017). A study discovered a direct and indirect relationship between Denison’s organizational culture and human resource productivity through the mechanism of organizational citizenship behavior. Furthermore, the study found that organizational silence was also associated with human resource productivity through organizational citizenship behavior (Morovati et al., 2018). Another case study conducted on Dubai Municipalities employed Denison’s Model to examine the influence of cultural dimensions and transformational leadership on performance. The study identified challenges within the municipality’s culture and proposed areas for culture and leadership improvement, highlighting the importance of increased involvement and consistency in cultural elements and the development of leadership capabilities to enhance corporate performance (Al Suwaidi & Rahman, 2019). The willingness of municipal public servants to adopt smart working arrangements in the public sector, the authors provide insights and emphasizes the moderating role of an organizational culture based on transparency in the relationship between digital readiness and smart working (Giacomini & Palumbo, 2023).

The Denison Culture Model, developed by Dr. Daniel Denison, assesses organizational culture through four key traits: Mission, Adaptability, Involvement, and Consistency (Petrova & Spatenka, 2022). It serves as a framework for organizations to understand and improve their effectiveness by evaluating and addressing cultural strengths and weaknesses (Sadry et al., 2022) as shown in Figure 1.

Figure 1. Denison organizational culture model developed by Dr. Daniel Denison. Source – Denison and Neale (1996).

• Adaptability: In a municipal context, adaptability in Figure 1, reflects how well the organization can respond to external changes, such as shifts in political priorities, regulatory requirements, or community needs (Miminoshvili, 2016). This encompasses the capacity and inclination of the community to forecast and address its external surroundings (comprising the expectations and necessities of the community, along with the requirements of the political, social, and economic framework of the community) (Nzewi et al., 2016). It is difficult to modify well-coordinated organizations. As a result, internal integrity and outward adaptation might be viewed as an organizational advantage. This dimension is measured by indicators such as change management, customer focus, and organizational learning (Sadry et al., 2022). In Mashhad City Municipality, flexibility has the most contribution, while mission has the least. As a consequence, if the authorities agree that citizens have the power and motivation to alter matters, one may expect that the inhabitants’ empowerment would rise to an acceptable level. (Saberifar, 2020). A municipality with a high adaptability culture would be more flexible and responsive to dynamic challenges. The study examined the relationship between adaptability and digital measurements in organizational culture. It found that adaptability, along with other cultural traits, positively relates to various measurements of digital assessment. The findings demonstrated a substantial relationship between adaptability and customer experience, implying that adaptability has a major impact on an organization’s digital development (Petrova & Spatenka, 2022).

• Involvement: Work involvement is instilling individuals with the capacity, authority, and responsibility to execute their jobs. This dimension’s in-figure indicators include empowerment, team orientation, and capacity development (Sadry et al., 2022). A municipality with a strong culture of involvement encourages collaboration and seeks input from employees at various levels. The involves, with regards to personnel, the synchronicity, involvement, and aptitude of the personnel to carry out the municipal directive in connection to its strategic outlook. The degree of empowerment experienced by employees, their capacity to acknowledge collaborative efforts, and their dedication to their education and development are crucial factors in evaluating their level of engagement (Nzewi et al., 2016). It was also intended to investigate the impact of organizational culture on Public Procurement Act compliance in the Obuasi Municipality. The study demonstrates that engagement is a key factor in public procurement compliance, even adjusting for habit, stewardship conduct, and media coverage (Gyamfi et al., 2021). This can enhance communication and foster a sense of ownership among municipal employees. The incorporation of an engagement culture contributes to the enhancement of productivity levels as well as the employees’ ability to adapt to the mission and goals of the organization, both of which have an impact on the productivity of the staff. Similarly, the employees’ understanding and familiarity with the organization’s objectives and goals represent the initial phase in ensuring that individuals are aware of the direction pursued by the organization. This occurs through the implementation of staff participation programs throughout the performance year and the subsequent review process (Abane et al., 2022).

• Consistency: This dimension is examined using three fundamental indicators: coordination and integration; agreement; and core values (Sadry et al., 2022). Consistency relates to the degree of alignment in policies, procedures, and actions within the municipality. Regarding having the principles, procedures, and systems in place to carry out the municipality’s primary mission and strategic vision, these are crucial questions. The existence of core values, and agreements, and the efficient coordination and integration of these values across the board serve as the basis for measuring them (Nzewi et al., 2016). A consistent culture ensures that employees understand and adhere to established norms, which is crucial for maintaining order and fairness in municipal operations. Dubai Municipality’s performance results were negatively impacted by a lack of consistency in the present culture, in which workers do not share shared viewpoints on decreasing irregular work and boosting consensus in the workplace. (Al Suwaidi & Rahman, 2019). However, the study discovers that consistency is not a significant predictor of the Public Procurement Compliance Act despite adjusting for habit, stewardship conduct, and media publicity (Gyamfi et al., 2021).

• Mission: The mission statement outlines the organization’s long-term and purposeful path. This dimension is examined using indicators such as strategic direction, goals and objectives, and vision (Sadry et al., 2022). The mission dimension centers around the clarity and alignment of the municipality’s goals and objectives. This characteristic assesses the quality of leadership within an organization. It evaluates the degree to which the entire municipality possesses a shared vision, strategy, and objective. The strategic vision and objectives of the municipality are crucial and align with Denison’s model. A low score in a mission already conveys significant information about the leadership, indicating either a lack of guidance or insufficient strength and engagement (Denison & Neale, 2009); (Nzewi et al., 2016). A strong mission culture ensures that all employees understand and are committed to the overarching purpose of the municipality, which can contribute to a sense of shared purpose and direction. Dubai Municipality places a strong emphasis on stability when expending efforts and striving for accomplishments. However, it is still necessary to establish strategic and visionary alignments with work activities and policies to fully engross employees in advancing their performance and achievements. A research study conducted by Al Suwaidi and Rahman (2019) in Obuasi Municipality discovered that the mission plays a significant role in determining compliance with the Public Procurement Compliance Act while accounting for habit, stewardship behavior, and media publicity. This suggests that, when all other factors remain constant, a modification in the mission will result in a 53% alteration in compliance with the Public Procurement Compliance Act, while accounting for habit, stewardship behavior, and media publicity (Gyamfi et al., 2021).

1.2. Workplace incivility in municipalities

Workplace incivility is characterized as low-intensity negative behaviors in the workplace, encompassing actions with the intent to harm colleagues or create a hostile work environment (Hoang Nguyen Tran, 2023). Incivility involves acting rudely or discourteously, without regard for others, in violation of norms for respect in social interactions. It involves acting with disregard for others in the workplace, in violation of workplace norms for respect (Andersson & Pearson, 1999). Incivility can also be manifested through mistreatment, bullying, abuse, or undermining behaviors, impacting employees’ well-being and work performance (Pandey et al., 2023). This type of behavior can manifest in various forms, including impoliteness, discourteous communication, undermining colleagues, spreading rumors, or any other actions that violate the norms of professional and respectful conduct (Saleem et al., 2022). Workplace incivility can negatively impact the work environment, employee morale, and overall organizational effectiveness within municipalities (Porter et al., 2018). Municipal workplaces need to address and mitigate instances of incivility to foster a positive and productive working atmosphere (Slattery, 2019).

A study on a Swedish municipality was conducted, where a strong relationship can be found between experienced incivility from coworkers and instigated incivility. The findings show how crucial it is to consider the viewpoint of the initiator to understand how workplace incivility occurs (Torkelson et al., 2016). Many municipal employees experience, Incivility in some form, with city councilmember which is negatively impactful to the organization. (Kearney, 2023). Other studies on workplace incivility concurred with the municipal leaders’ experiences estimating between 75 to 100% of workers experience incivility (Cortina et al., 2001; Sliter et al., 2010). Association Women Leading Government, (2014) found that 60% of women managers were the recipients of disrespectful or inappropriate comments from a council member or commissioner. The impact of incivility on employee loyalty, commitment, and productivity highlights that it is a significant issue for organizations, not just a superficial concern (Johnson & Indvik, 2001).

Workplace incivility in local government is a significant challenge facing all stakeholders from managers and mayors to clerks and the community. As many of the Baby Boom generations retire, younger workers will be needed to take up their roles in a field that is projected to grow (Goodman et al., 2015; Zauderer, 2002). Work must be done to make the job of the local leaders more attractive by bringing attention to incivility as a problem that does not simply impact the individual but the society at large. (Slattery, 2019). Incivility policing can have an impact on vulnerable groups, such as homeless people in public spaces. (Pospěch, 2021). The origins of incivility policing are attributed to rising punitiveness and a ‘law and order’ mentality, as well as the privatization of space and the increasing influence of private actors over public spaces. The increase of ‘incivility policing’ in urban areas, refers to prohibitions and exclusions targeting a range of non-criminal behaviors, such as loitering and sitting in public. Incivility within municipal workplaces can negatively impact interactions with citizens, potentially leading to dissatisfaction and strained community relationships. One of the findings from the research discusses the specific ways in which municipal leaders maintain their motivation for public sector work when they have experienced incivility or other difficulties associated with the job (Slattery, 2019). The persistent patriarchal mindset among public managers, especially those who are male, has not abated. Men oppress women and uphold their dominance in local government leadership by engaging in gender-discriminatory actions and patriarchal beliefs. The attainment of gender leadership equality in the public sector and local government domain appears to be significantly impeded by such uncivil behaviors (Hanyane & Ahiante, 2022).

1.3. Employee productivity in municipalities

Employee productivity in a municipality is a critical determinant of the local government’s overall effectiveness and its ability to fulfill the needs of the community (Ellickson & Logsdon, 2002). The productivity of municipal employees is intricately linked to their engagement, motivation, and the work environment (Awan & Tahir, 2015). Municipalities can create an attractive working environment, provide public education to employees, ensure job security, and offer salary increases and welfare benefits, all of which contribute to enhancing employee productivity (Monkam, 2014). Another study discovered that the productivity of the municipality’s human resources was significantly enhanced by the performance evaluation system. It implies that putting in place a strong performance evaluation system in a municipal setting can foster an atmosphere that is conducive to higher output (Rezaei & Adressi, 2015). The research investigated the ways in which Islamic values impact human resource productivity, as seen by employees of the Mashhad Municipality. The second source examined various models that emphasized different factors impacting the efficiency of human resources. These factors encompassed the quality of leadership, the level of trust between employees and employers, the communication within the organization, the fairness of rewards, the clarity of job roles and employee involvement, the opportunities for employee growth, the commitment and communication, the respect, the enthusiasm, the safety, and the training (Nejad et al., 2016). A study was conducted to investigate the relationship between different leadership styles and employee productivity within the Greater Sekhukhune District Municipality. The study’s findings revealed the importance of organizations utilizing a variety of leadership styles to effectively address employee productivity. The way in which a leader applies their chosen leadership style can have positive or negative consequences on employee performance. Decision-making involving staff members is critical because it fosters dedication, inspiration, and motivation (Majebele, 2018).

Municipalities can also focus on investing in infrastructure development, which can create an environment that supports economic growth and productivity. This includes improving transportation networks, providing access to quality education and healthcare, and fostering innovation and entrepreneurship. Municipalities can also collaborate with businesses and organizations to implement productivity improvement strategies, such as supporting training and development programs, promoting technology adoption, and facilitating knowledge-sharing and networking opportunities (Zadeh & Aliporian, 2017). The COVID-19 pandemic has resulted in elevated stress levels and heightened emotional fatigue among municipal employees, leading to an increase in rates of absenteeism, a decline in productivity, and a rise in healthcare utilization. Remote work policies implemented during the pandemic created unique supervisory demands for human resource managers in the municipal sector. The institutionalization of remote working and rapid digitalization increased the frequency of burnout among municipal workers, impacting their personal lives and budgets. Overall, it had a significant impact on the productivity of municipal workers, with increased stress levels, burnout, and challenges associated with remote work (Pereira et al., 2022). It is possible that factors such as access to resources, infrastructure, and support systems in different municipalities could indirectly influence worker productivity during remote work (Toscano & Zappalà, 2021). This article found a positive link between work-family resource spillover and work productivity at Ilemela Municipal Council. Additionally, the study stated a positive relationship between perceived organizational support and work productivity at Ilemela Municipal Council. It also suggests that implementing work-family life policies and practices can enhance positive attitudes and emotions, leading to increased productivity in the workplace (Clement & Gwaltu, 2023).

This study proposed to answer the following critical questions-

R1: Is there any relationship between organizational culture and employee productivity with the mediating effect of workplace incivility?

R2: How does a proposed conceptual model of the study portray that the productivity of employees is affected by incivility in municipality culture?

R3: What are the adverse effects of workplace incivility on the productivity of municipality employees?

2. Systematic literature review process

2.1. Study design

The association between organizational culture, workplace incivility, and employee productivity was determined by the study using systematic reviews of the literature. For this three sets of Scopus data were used with the combination of the keywords for each variable. This systematic process will present a reliable, trustworthy, scientific, and open procedure to decrease study bias through thorough critical literature searches (De Menezes & Kelliher, 2011).

2.2. Literature data collection

A review approach that followed the procedures in the PRISMA framework 2020 for conducting systematic reviews was used to conduct the study review. This makes it possible to coordinate and arrange the data collection process accurately for the remainder of the review process Figure 3.

2.3. Selection of databases for literature

The study employed a three-step procedure to identify pertinent scholarly articles. First of all, we selected major business/social sciences databases indexed with SCOPUS (Springer, Taylor, Francis, Emerald insights, Sage). Scopus offers extensive coverage across a wide range of disciplines, including social sciences, humanities, and the arts, with more than 22,000 journals from over 5,000 publishers, ensuring a comprehensive view of literature in the social sciences. The selection process employed by Scopus for indexing is characterized by a high level of rigor, incorporating stringent criteria for the inclusion of journals, which serves to guarantee the scholarly excellence of both articles and journals listed, thereby offering a dependable and sound basis for academic inquiry (Amo-Filva et al., 2024). The platform also furnishes in-depth citation metrics, encompassing the h-index, citation counts, and various other bibliometric indicators that play a pivotal role in evaluating the impact and dissemination of research in the social sciences. In instances where certain published articles were not encompassed within the databases, Google Scholar was utilized for retrieval purposes.

Further, the research emphasizes the relationship between Organizational Culture, Employee productivity, and Workplace incivility. Thus, the selection of the databases is mainly based on the variable’s specific keywords that are indicated in the topic (For ‘organizational culture’ we have laid down the following keywords as- Organizational culture, working culture, corporate culture, ‘culture’); (for ‘Employee productivity’ we have selected - Employee productivity, worker productivity, productivity); (for ‘Workplace Incivility’ we have selected –’Workplace Incivility, incivility, workplace behavior, uncivil behavior) through evaluating each article downloaded using different methods of systematic literature review. Hence issues of using SCOPUS for the selection of articles were not as demanding for this study since it is possible to use through inclusion or exclusion criteria.

2.4. Inclusion and exclusion criteria

The study was conducted based on inclusion and exclusion criteria. The inclusion criteria consist of search boundary, year of publication, language, and searched keywords mentioned in Figure 2. The search boundary focused on peer-reviewed and reputable journals of social sciences, leadership, and management, Journal of Cleaner Production and Organizational Culture. Research articles published from 2013 to 2023 were included in the search (Table 1). This study took the time frame starting from 2013, because earlier in 2001 (Cortina et al., 2001), has introduced work place incivility scale which has a total of 7 items. This scale was widely used by various researchers in their studies to measure incivility. Further in 2013, This scale was revised by Cortina et al. (2013), which contains a 12-item version of the scale. This in turn has also influenced the impact of new items of incivility on studies related to employee productivity, and organizational culture. Overall, the period from 2013 to 2023 was chosen to ensure the inclusion of recent and relevant research influenced by new theoretical and practical developments in the field of workplace incivility.

Figure 2. Prisma Framework.

Table 1. Past literature related to organizational culture and employee productivity.

Author/year	Country	Keywords	Sector	Findings	Limitation
Uddin et al. (2012).	Bangladesh	Culture, performance, productivity, telecommunication	Telecommunication sector	The study shows that when employees’ values match the organization’s, it helps achieve objectives. The study found that certain factors contribute to company performance. The study also found a power distance between managers and employees. Overall, organizational culture is important for employee productivity in Bangladesh’s telecommunication sector.	The results of the study are derived from the observations, reflections, and perspectives of the various managerial tiers within the organization. Hence, this procedure could potentially be influenced by certain perceptual inaccuracies of the organization’s top-level staff.
Ahiabor (2014).	Ghana (Africa)	corporate culture, impact, firms, telecommunication, and productivity	staff and clients of Vodafone Ghana	The researcher found that corporate culture has a positive impact on the productivity of any organization, including Vodafone Ghana. The researchers used a Likert scale to interpret the data and calculate the weighted mean of the answers. They also calculated the percentages of respondents for each question. Primary data collection methods included face-to-face interviews with Vodafone staff and customers, as well as questionnaires and observations. Vodafone Ghana won several awards, including Telecom Brand of the Year, Customer Service of the Year, and Marketing Campaign of the Year. This suggests that their corporate culture positively influenced their performance. There is a positive relationship between motivation and productivity, as believed by management trainers. Increasing motivation levels can lead to increased productivity.	The study’s sample size was constrained to 100 respondents, encompassing 36 personnel and 64 customers affiliated with Vodafone Ghana. This diminutive sample size may not accurately represent the entire populace and could restrict the generalizability of the findings. The study exclusively concentrated on Vodafone Ghana, thereby potentially constraining the applicability of the findings to alternative organizations in Ghana or disparate industries. The paper does not furnish specifics regarding the particular research methodologies employed, such as the design of the questionnaire or the techniques employed for data analysis. This absence of detail renders it arduous to assess the validity and reliability of the study. The paper does not broach potential confounding variables or alternative explanations for the observed correlation between corporate culture and productivity.
Pasaribu (2015).	Indonesia	Situational Leadership Behavior, Organizational Culture, and Human Resource Management Strategy, Productivity	private vocational training institutes	The correlation between situational leadership behavior and organizational culture proves to be of great significance. The impact of both situational leadership behavior and organizational culture on the execution of human resource management strategies is substantial within private vocational training institutions. The execution of human resource management strategies yields a considerable effect on the enhancement of productivity within private vocational training institutions. The augmented productivity of private vocational training institutions in the province of North Sumatera is directly influenced by situational leadership behavior, organizational culture, and the implementation of human resource management strategies.	The research design employed in the study was both descriptive and verificative, which could potentially hinder the establishment of causal connections between variables. The data acquisition methods utilized encompassed questionnaires, documentation, and interviews, which might introduce partiality and constraints in terms of the accuracy and reliability of the data. The study specifically concentrated on private vocational training institutions situated in the province of North Sumatera, thereby potentially constraining the applicability of the findings to other contexts or regions. The subject of analysis within the study pertained to the operational and training delivery aspects, as well as the administrative fields, which may not fully encapsulate the intricate dynamics of private vocational training institutions.
Mahdiyeh et al. (2016)	Iran	Organizational Culture, Productivity, Employee, Iran.	Ministry of Youth and Sports	The study’s discoveries reveal that the alliance between organizational culture and its dimensions harmoniously resonates with productivity. Moreover, organizational culture has been discovered to be a substantial forecaster of productivity. This study fills the voids within the literature regarding organizational culture and productivity in public institutions in Iran. As a result, it introduces fresh indications to prior research concerning the significance of organizational culture in enhancing productivity. Ultimately, this study has the potential to assist the organization’s management in elevating employees’ productivity.	The study’s data was obtained exclusively from the Ministry of Youth and Sports in Iran, thereby potentially constraining the applicability of the findings to other ministries and organizations. In this study, a subjective and participant-dependent approach was employed through the utilization of questionnaires. The sample size for the study consisted of 320 employees, which may not completely encompass the entire population of 1600 employees within the ministry.
Jafari and Tehran (2017).	Iran	Employee Productivity, Effective Factors, Military Health Organization	Military Health Organization	The investigation conducted revealed a total of 11 variables that have an impact on the efficiency of workers. These variables encompass motivation, mental and intellectual development, individual well-being, aptitude, support from the organization, job resolution, surroundings, style of management, education, culture, and performance assessment. To provide a clear analysis, these variables were categorized into two distinct dimensions: individual variables (motivation, mental and intellectual development, individual well-being, aptitude) and organizational and environmental variables (support from the organization, job resolution, surroundings, style of management, education, culture, and performance assessment). By enhancing these variables, particularly motivation and support from the organization, it is plausible to witness a rise in the productivity of employees.	The research was carried out within a specific military health organization in the year 2016, thereby potentially constraining the applicability of the conclusions to other organizations or different timeframes. This study does not establish causality or determine the magnitude of the associations between the variables and productivity. The study involved a comparatively small sample size of 40 technical specialists who were purposefully selected, hence possibly limiting the representativeness of the findings. The research aimed to identify the factors that influence productivity and did not delve into the specific mechanisms or interventions that could be implemented to enhance productivity.
Ranu and Mohapatra (2018)	India	Organizational culture, employee productivity, ethnocentrism, innovation, loyalty, revenue, PAT	Public and private sector organization	The results imply that a noteworthy correlation is present between the organizational culture and the productivity of employees within the Indian setting, particularly taking into consideration the extensive diversities in terms of policy, procedure, value system, and culture-specific to India. To enhance employee productivity, organizations must strive to enhance their cultural aspects.	The author has not mentioned any specific private or public organization in this paper.
Huragu and Chuma (2019).	Zimbabwe	Local Authorities Organisational culture Organisational performance Public sector.	government officials, local authority officials, the private sector, and the general citizenry in Manyame, Ruwa and Bindura.	Any organization has a culture, which is a social construct. Organizational and individual behavior is shaped by the operating environment, which is the nation or community. Culture and the general effectiveness of local government are directly related. Even though the local government may not recognize the importance of culture, the obvious norms showed that the culture was not designed to achieve peak performance because they encouraged a sluggish approach to doing business. The local government’s incentive program needs to be connected to the effectiveness of the organization. The reward systems in place were not supported or justified by the use of performance evaluation techniques. To improve organizational performance, it is necessary to gauge the performance of local authority representatives.	No limitations were provided.
Mohammadi (2020).	Tehran, Iran	Denison Model, Organizational Culture, Productivity, Tehran, Municipality.	District 19 Municipality	The results showed that the mean scores for mission and involvement in work were 3.14 and 3.01, respectively, while adaptability and compatibility had mean scores of 3.12 and 3.07. The study also provided demographic information about the respondents, indicating that 60% were women and 40% were men. The highest age group was between 30 and 39 years, and the highest percentage of educational degrees was a bachelor’s (47%), followed by a master’s (28%). The highest percentage of work experience was between 11 and 20 years, with 40% of respondents falling into this category	There is no discussion on the sample size or representativeness of the participants, which could affect the generalizability of the findings. The paper does not provide information on the reliability or validity of the Denison Model questionnaire used to assess organizational culture. The study focuses on a specific district in Tehran, Iran, which may limit the generalizability of the findings to other contexts or organizations. The paper does not discuss any potential biases or limitations in the data collection or analysis methods used.
Kresensia Sulastri Astuti (2021)	Indonesia	Organizational Culture, Compensation, Spiritual Intelligence, Work Productivity	Health Service	The investigation revealed that the organizational culture within the special area health office in Yogyakarta exerts a beneficial impact on work productivity. Additionally, it was observed that compensation also yields a positive influence on work productivity within the aforementioned context. Moreover, the research findings demonstrated that work productivity is collectively influenced by organizational culture, compensation, and spiritual intelligence.	The sources provided fail to articulate any explicit constraints of the research on the correlation between organizational culture, compensation, and spiritual intelligence with work productivity in the special area health office in Yogyakarta.
Nzuva and Kimanzi (2022).	Kenya	Organizational culture, employees’ productivity, organizational performance, performance management, employees’ motivation.	Medium-size and large-size enterprises	The results imply that the efficacy of employee engagement plays a crucial role in mediating the relationship between values that prioritize people and the overall performance of the organization. Increased employee engagement exerts a favorable influence on productivity within the workplace as well as on the performance of the firm.	Additional intervention studies with greater rigor are required to facilitate alterations in the culture of the organization, ultimately leading to an improvement in the outcomes experienced by patients.
Khaksar et al. (2023).	Australia	Knowledge-based dynamics capabilities, Knowledge worker productivity, organizational culture, Professional service firm.	Research institutes and R&D centers	The results indicate that knowledge-driven dynamic capacities have a positive impact on the productivity of knowledge workers in firms providing professional services. Additionally, the research unveils that the connection between knowledge-driven dynamic capacities and knowledge-worker productivity is moderated by the organizational culture.	This study focuses specifically on professional service firms, so the findings may not be generalizable to other industries or sectors. The utilization of self-reported data is a reliance that is susceptible to both biases and inaccuracies. Additionally, the examination of the correlation between knowledge-based dynamic capabilities and knowledge-worker productivity does not take into account other potential factors that could potentially impact productivity.

The search for studies was limited to English-language articles. The study used search engines using the Boolean technique and using search terms on 3 different sets of Scopus databases as explained in Figure 2. Combination of keywords like ‘Organizational culture’, ‘working culture’, ‘culture’, ‘corporate culture’ ‘employee productivity’, ‘worker productivity’, ‘work productivity’, ‘workplace Incivility’, ‘incivility’, ‘workplace behavior’, and ‘uncivil behavior’ were taken to outdraw the articles. The exclusion criteria include relevance, quality, and duplication. It was done through critical reading of abstracts and conclusions of downloaded articles from the SCOPUS and Google Scholar databases. The relevance was determined by deciding whether articles fit a keyword used as a search string and to ensure the quality, the study excluded unpublished articles, book reviews, Miscellaneous, Books, working paper series, and Conference papers to enhance the findings from this review. Duplicated articles were excluded by assigning ID codes for each article and manual detection. This process was followed for all three datasets. Finally, the researcher carefully screened articles; after checking and deleting duplicates, we created a publication pool with 1263 in set one, 527 in set two, and 112 articles in the third set. We screened these articles by using several inclusion/exclusion criteria as shown in Figure 2. A total of 177, 69, and 21 articles met the inclusion and exclusion criteria. The review procedure enables the study to create a systematic, trustable, replicable, and transparent method of data collection and analysis of the paper followed during article selection for a systematic review of the literature selection process.

2.4.1. Organizational culture and employee productivity

With the help of the Scopus database and google scholar total of, 177 papers were selected for set one, depending on keywords and timeline (2013-2023). The reason for this time frame is to match the studies that were published after 2013, because of the revised Workplace incivility scale from 7 items to 12 items (Cortina et al., 2013). For ‘organizational culture’ we have laid down the following keywords as- Organizational culture, working culture, culture, and corporate culture. And, for ‘Employee productivity’ we have typed -Employee productivity, worker productivity, work productivity. Further, all the selected papers were studied thoroughly, and finally, these 10 papers were taken into consideration keeping in mind that one paper was taken from one year to analyze and showcase the overall impact of organizational culture on employee productivity over a decade, especially in municipalities or public organizations. The research selects one paper per year over a decade to systematically track the evolution of organizational culture’s impact on employee productivity. This approach ensures a manageable, focused dataset, avoiding the dilution of insights and maintaining even distribution across the years. Papers were chosen for their unique contributions, such as new theories or significant empirical evidence, from various major public organizations. This method prevents bias from over-representing certain periods, providing a balanced and comprehensive view of developments and emerging trends in the field, as shown in Table 1.

2.5. Organizational culture and workplace incivility

With the help of the Scopus database and Google Scholar, 69 papers were selected for study, depending on keywords and timeline (2013-2023). For ‘organizational culture’ we have laid down the following keywords as organizational culture, working culture, culture, and corporate culture., for ‘Workplace Incivility’ we have typed –’Workplace Incivility, incivility, workplace behavior, uncivil behavior, Further all the selected papers were studied thoroughly and finally these 10 papers were taken into consideration keeping in mind that one paper was taken from one year to analyze and represent the overall all effect of organizational culture on work place incivility over a decade especially in public or municipality sector. By selecting one paper per year, the study ensures that each year’s unique contributions and developments in research are acknowledged, preventing any temporal bias that could arise from focusing too heavily on specific periods. This approach allows for the examination of trends, changes, and continuity in the scholarly discourse, ensuring a balanced and longitudinal perspective. The criteria for selecting the papers likely included factors such as the paper’s impact, relevance, country, sector, findings, and the diversity of perspectives it offers within that specific year. This method not only helps in managing the breadth of the literature but also facilitates a structured and systematic analysis, ensuring that significant findings and evolutions in the research are captured and appropriately represented as shown in Table 2.

Table 2. Past literature related to organizational culture and workplace incivility.

Author/Year	Country	Keywords	Sector	Findings	Limitation
Leiter and Leiter (2013).	Canada	Workplace incivility, Organizational behavior, Employee relations, Conflict resolution, Workplace dynamics, Incivility interventions, Professional conduct, Workplace environment,	Not specific	Structuring the process to encourage reflection on one’s behavior and that of others is another effective strategy. By promoting self-awareness and empathy, individuals can better understand the impact of their actions on others and develop a more respectful and considerate approach in their interactions. This reflective practice can lead to positive behavioral changes and contribute to a more civil work environment. Utilizing a shared group process, rather than individual treatment, is beneficial for addressing civility challenges. By involving the entire workgroup in the process of promoting civility, collective responsibility, and accountability are fostered. This approach emphasizes the importance of teamwork and mutual support in cultivating a culture of respect and professionalism in the workplace	Some individuals may resist engaging in reflective practices to evaluate their behavior and its impact on others. This resistance can hinder the effectiveness of interventions aimed at promoting civility, as self-awareness and empathy are essential for behavior change. Balancing individual interventions with group processes can be a limitation. While individualized approaches may be necessary for addressing specific behavioral issues, the emphasis on group dynamics is crucial for creating a culture of civility within the entire workgroup
Cummings et al. (2014).	Canada	resonant leadership, workplace empowerment, positive organizational cultures, workplace incivility	Nurses in hospitals	In nursing work environments, it has been observed that positive leadership approaches uphold the role of nurses and deter workplace rudeness and burnout. In the context of a nursing shortage, the adoption of positive leadership practices is essential to fostering environment-healthy work cultures that support nurse retention. Resonant leadership, a relationship-focused leadership approach, is supported by empirical evidence and contributes to positive work environments and employee engagement. Positive nurse outcomes, such as increased job satisfaction, organizational commitment, and reduced burnout and incivility, are correlated with empowering work environments. Conversely, disempowering work environments can lead to incivility, emotional exhaustion, and job dissatisfaction among nurses. It is less likely for positive leadership styles to foster incivility and subsequent negative outcomes.	The ability to establish strong causal effects is limited by the cross-sectional design employed in this study. Concerns arise regarding common method variance due to the utilization of self-report measures. To address these limitations, it is recommended that the study be replicated using a longitudinal design and supplemented with additional objective measures of work outcomes.
Welbourne et al. (2015)	America, Texas	collectivism, culture, individualism, workplace incivility	faculty and staff at a public university	Cultural values of horizontal collectivism (emphasizing sociability) were found to increase resilience against the impact of incivility on burnout, while strong horizontal individualism values (emphasizing self-reliance) made employees more susceptible to burnout and dissatisfaction when faced with incivility. The study highlighted those Hispanic cultural values, which focus on social functioning and family, contribute to greater resilience against workplace incivility, while white, non-Hispanic individuals are more likely to hold values emphasizing independence and autonomy, which may reduce resilience to incivility’s impact	The study’s focus on university employees from a single workplace restricts the generalizability of the findings to other occupational settings, suggesting that the results may not apply to a broader range of work environments. The lack of representation of other ethnic groups beyond Hispanic and white, non-Hispanic employees limits the generalizability of the findings to a more diverse population, indicating the need for further research to explore the impact of cultural values on workplace experiences across various ethnicities.
Arogundade et al. (2016).	Nigeria	Perceived organizational politics and workplace incivility; Employees; Organizational politics	private and public organizations in Ogun State, Nigeria	The results indicated that employees from public organizations reported significantly higher workplace incivility, highlighting a potential cultural aspect within the organizational settings in. The research emphasized the importance of civility in social interactions, suggesting that cultural norms and values play a crucial role in shaping behaviors within organizations. The study’s findings, along with previous research, imply that cultural factors should be considered when examining workplace dynamics and addressing uncivil behaviors in different organizational contexts	The research relied on self-reported data, which can introduce response bias and social desirability bias, impacting the accuracy of the results The study used cross-sectional data, which limits the ability to establish causality between perceived organizational politics and workplace incivility over time. The research did not explore other potential factors that could influence workplace incivility, such as organizational culture or leadership styles, which could provide a more comprehensive understanding of the phenomenon
Ghosh (2017)	Asian countries	ocio-cultural perspective Organizational behavior Cross-cultural comparisons Cultural norms Values HRD (Human Resource Development) Organizational culture	employees, managers, and HR professionals	Workplace incivility’s conceptualization and operational definition may be culture-specific, varying across nations due to differences in shared norms of respect. Cultural orientations influence thresholds for tolerating workplace incivility, suggesting that what is considered uncivil behavior may differ based on social and cultural norms studies in Asia, particularly in China, Korea, Singapore, Malaysia, and India, have highlighted the impact of cultural differences on perceptions of workplace incivility, emphasizing the need for a socio-cultural perspective in understanding and addressing uncivil behaviors at work	The limited academic attention to workplace incivility in Asia has hindered the exploration of how cultural factors shape the prevalence and responses to uncivil behavior in the region, indicating a gap in research that needs to be addressed.
Cash et al. (2019).	United states	emergency medical technician; paramedic; emergency medical services; incivility; organizational culture	Emergency Medical Services (EMS) sector.	The study found that workplace incivility is a common experience among EMS professionals. A significant portion of the respondents reported experiencing uncivil behaviors in their work environment. The study highlighted that organizational culture plays a crucial role in the prevalence and impact of workplace incivility. Positive organizational cultures, characterized by supportive leadership and effective communication, were associated with lower levels of incivility and better overall workforce outcomes. The authors recommend implementing strategies to reduce workplace incivility, such as training programs to promote civility, leadership development to foster supportive organizational cultures, and policies to address and manage incivility effectively.	The study’s cross-sectional design limits the ability to draw causal inferences. It captures data at a single point in time, making it difficult to determine whether incivility causes negative outcomes or if those experiencing negative outcomes are more likely to perceive incivility. The use of self-reported measures may introduce bias, as participants might underreport or overreport their experiences of incivility and associated outcomes. This can affect the accuracy of the findings.
Chen et al. (2019).	US & China	workplace incivility, multidimensionality, stressor–strain framework, individualism versus collectivism, cross-cultural management	American and Chinese workers	Globally, workplace rudeness is a problem that can have detrimental effects on both employers and employees. Previous studies on incivility in the workplace have mostly looked at Western societies and employed one-dimensional metrics. The current study used a cross-cultural approach and created a multidimensional scale to measure workplace incivility to close this gap.	The specific countries and respondents involved in the study are not mentioned in the available sources. The cultural contexts and their potential impact on workplace incivility are not provided, limiting the generalizability of the findings. The multidimensional scale developed for measuring workplace incivility is not described in detail, making it difficult to assess its validity and reliability. The study primarily focused on the stressor-strain framework and did not explore other potential factors contributing to workplace incivility, such as organizational culture or individual characteristics.
Asad Ali and Siddiqui (2020).	Pakistan	Workplace incivility, Collectivism, Ethical Leadership, Passive leadership, Charismatic Leadership, Organizational Justice	Pakistan’s private sector organizations	The study discovered that leadership and culture are major predictors of workplace rudeness. It was discovered that there is a strong positive correlation between collectivism and respect norms. It was also discovered that there is a strong positive correlation between respect norms and charismatic and ethical leadership styles. Conversely, organizational justice and respect norms were significantly harmed by passive leadership. It has been discovered that both experienced and behavioral incivility are severely and negatively impacted by organizational justice. The findings showed that leadership, workplace incivility, and organizational justice are mediated by organizational justice.	The fact that the study was limited to private sector organizations in Pakistan means that the results cannot be applied to other organizational and cultural contexts. The close-ended nature of the questionnaire used to collect the data may have limited the breadth and depth of the participant responses. The study did not investigate alternative mediators or moderators who might have an impact on the relationship between culture, leadership, and workplace incivility; instead, it concentrated on the mediating role of norms and organizational justice. The study used self-report measures, which might be biased toward social desirability and might not fully reflect the participants’ true experiences with rudeness at work.
Jelavić et al. (2021).	Croatia	workplace incivility; personality traits; corporate culture	Not mentioned	The study discovered a strong correlation between personality traits and aspects of organizational culture and workplace rudeness. The study found that organizational culture, as opposed to personality traits alone, has a greater impact on an individual’s perception and experience of incivility when taking into account the combined effects of personality and personality traits. It has been discovered that agreeableness as a personality trait is linked to a lower likelihood of workplace rudeness. It was also discovered that there was a lower likelihood of workplace incivility when values associated with clan, market, or adhocracy culture were emphasized. Overall, the results point to the importance of both organizational culture and individual personality traits in influencing the experiences and perceptions of workplace rudeness.	There were only 251 employees in the study, which may have limited how broadly the results can be applied. Self-report measures, which are prone to biases and may not fully capture the extent of workplace incivility experiences, were used in this study. This study focuses on how people perceive and experience workplace rudeness; it does not examine the particular acts or behaviors that fall under this category. Other potential causes of workplace incivility, such as organizational policies or leadership philosophies, were not taken into account in the study.
Lee et al. (2022).	South Korea	mediation analysis; nurses; organizational culture; turnover intention; workplace incivility.	Nurses of university hospitals or hospitals	This study posits the necessity of formulating a tangible plan to circumvent a culture that prioritizes hierarchy and instead cultivate a culture that emphasizes interpersonal relationships. The development of diverse intervention programs to mitigate workplace incivility is of utmost significance to avert the turnover of nurses. The findings indicate that the culture and incivility in nursing organizations affect turnover intention, emphasizing the importance of workplace incivility.	The study contains a restricted sample size, consisting of 170 nurses who possess clinical experience of more than six months and are affiliated with either university hospitals or hospitals that have a capacity of over 500 beds, all of which are located in South Korea. This research is focused specifically on nurses in South Korea, so the findings may not be generalizable to nurses in other countries or cultural contexts. A descriptive correlational analysis is used which can only establish associations and not causality between variables. The study did not explore other potential factors that may influence turnover intention among nurses, such as job satisfaction or workload.
Holm et al. (2023).	Sweden	Appraisal coping food service industry stress workplace incivility	Food Service Industry	The study examined food service workers’ views on workplace incivility. Multiple types of incivility were found in the food service industry. Workers had positive, irrelevant, and negative views of incivility. Four coping themes and twelve coping behaviors were identified. Incivility was seen as a common stressor in the industry.	The study relied on group interviews with food service workers, which may limit the generalizability of the findings to a broader population. The specific types of incivility identified in the study may not capture the full range of incivility experiences in the food service industry. The study focused on employees’ appraisals and coping responses but did not explore the potential impact of workplace incivility on employee well-being or job satisfaction. The study did not examine the effectiveness of different coping strategies in mitigating the negative effects of workplace incivility.

2.6. Employee productivity and workplace incivility

With the help of the Scopus database and Google Scholar, 21 papers were selected for the third set, depending on keywords and timeline (2013-2023). For ‘Employee productivity’ we have typed -Employee productivity, worker productivity, work productivity. ‘Workplace Incivility’ was labeled as ‘Workplace Incivility, incivility, workplace behavior, ‘Uncivil behavior’. All these twenty-four papers were thoroughly studied and 10 papers were selected for representing a connection between both the variables. The purpose was to analyze the effect of work place incivility on employee productivity over a decade, with one paper selected from each year. The rationale behind choosing one paper per year from the decade-long timeline (2013-2023) for analyzing the effect of workplace incivility on employee productivity especially in the public or municipality sector. Also to ensure a representative and longitudinal understanding of the evolving relationship between these variables. By selecting one paper per year, the study captures a chronological progression, allowing for the observation of trends, patterns, and changes over time. This method mitigates the risk of over-representation from any period, thus avoiding temporal bias. This approach ensures a balanced and comprehensive analysis by drawing from diverse studies conducted under varying economic, social, and organizational contexts, thereby providing a robust and holistic view of the impact of workplace incivility on productivity across different years shown in Table 3.

Table 3. Past literature related to work place incivility and employee productivity.

Author/Year	Country	Keywords	Sector	Findings	Limitation
Kowalenko et al. (2013).	Ohio, USA	Violence, productivity, stress, Emergency department.	Emergency department healthcare workers	The study found that emergency department (ED) healthcare workers (HCWs) are frequent victims of violence, with an average rate of 4.15 violent events (VEs) per person over 9 months. Physical threats (PTs) accounted for the majority of VEs, with 63% of PTs and 52% of assaults perpetrated by men. Registered nurses (RNs) exhibited a higher propensity for encountering acute stress when contrasted with medical doctors (MDs), and MDs demonstrated greater self-assurance in managing aggressive patients. The investigation further emphasized the adverse ramifications of acute stress on the proficiency of laborers to execute their responsibilities and the consequential decline in productivity.	The study was conducted over 9 months, which may not capture the full extent of violence experienced by ED healthcare workers (HCWs) throughout the year. The investigation was dependent on self-disclosed surveys from healthcare workers, which could potentially be influenced by the phenomenon of recall bias or the tendency to underreport violent incidents. The scale of the investigation was comparatively diminutive, comprising 213 emergency department healthcare workers from six hospitals who participated. This aspect may restrict the applicability of the discoveries to a broader populace of emergency department healthcare workers. The study focused specifically on ED HCWs and may not fully capture the experiences of violence in other healthcare settings
Becker et al. (2014).	Shippensburg, Pennsylvania.	Incivility, Workplace bullying, Project management, Healthcare sector, Organizational behavior, Human resources, Productivity	Healthcare sector.	Workplace bullying, characterized by abusive behavior or sabotaging tactics, disrupts productivity and impacts employee retention negatively. Bullying often arises from a power imbalance between the victim and the perpetrator, emphasizing the importance of a strong organizational culture that encourages open communication and reporting of incivility. Human resource management plays a crucial role in creating a workplace environment that promotes civility and does not tolerate bullying by identifying resources to support victims and providing training to increase awareness.	The study may face limitations in generalizability due to the specific case presented in the project management context, which may not fully represent all forms of workplace bullying across different industries or organizational settings. The effectiveness of interventions such as training programs or organizational culture initiatives in addressing workplace bullying may vary based on the unique dynamics and structures of different workplaces, limiting the universal applicability of the findings. The study’s reliance on a single case example may restrict the breadth of insights into the complex nature of workplace bullying and the diverse strategies needed to combat it effectively.
Gill (2015).	United States	interpersonal communication; organizational behavior; organizational communication	Not mentioned	Workplace incivility can result in increased feelings of anxiety and depression, decreased self-esteem, and withdrawal for individuals, as well as reduced collaboration and productivity for organizations. Workplace incivility can be prevented and addressed through interventions and strategies implemented by organizations.	Research focused on workplace incivility can be challenging due to the reluctance or unwillingness of participants to fully share their experiences, concerns over repercussions at work and career damage, and issues of response bias and reporting accuracy.
McCarthy (2016).	USA	Computer-mediated communication; cyber incivility; incivility; rudeness; workplace communication	Managers from healthcare, education, oil and gas, engineering, entertainment, and e-marketing sectors	Employees reported that dealing with rudeness was a time and labor-intensive process, diverting their focus from productivity. Some employees spent several hours constructing replies to rude emails, indicating a significant time investment in managing uncivil interactions. Targets of rudeness often engaged in extensive discussions with coworkers about the incidents, further detracting from productivity. This collaborative coping mechanism consumed additional time and attention from multiple employees involved in addressing the rude behavior. Employees tended to ruminate on their experiences with workplace incivility, posing a threat to their productivity and work quality. Dwelling on negative interactions can lead to decreased focus, increased stress, and reduced efficiency in completing tasks, impacting overall productivity levels.	The participants were specifically selected based on their managerial roles and daily use of email for communication. This selection criterion may introduce bias, as the perspectives of non-managerial employees or those with different communication patterns could provide additional insights into workplace rudeness. The study focused on employees’ perceptions and experiences of rudeness, which are subjective. Subjective perceptions may not always align with objective measures of workplace behavior, potentially affecting the accuracy of the reported findings. The research did not explore the potential differences in cultural or regional norms regarding workplace interactions. Cultural variations could influence the interpretation and prevalence of workplace rudeness, which were not fully addressed in the study.
Hosseinpour-Dalenjan et al. (2017).	Iran	Work Engagement, Workplace Incivility, Nurses, Productivity	Nurses from the hospitals of Shahid Behesht	The findings underscore the importance of addressing workplace incivility and promoting work engagement among nurses to enhance overall well-being and effectiveness in healthcare environments. Differences in work engagement and incivility from physicians were observed based on the type of ward, hospital, and work experience, emphasizing the variability of these factors across different settings. The importance of addressing workplace incivility and promoting work engagement among nurses to enhance overall well-being and effectiveness in healthcare environments.	The study focused on a specific time frame (2015-2016), potentially limiting the understanding of how work engagement and workplace incivility may vary over time. The sample size of 516 nurses may not represent the entire population of nurses in Iran, impacting the overall representativeness of the findings
Anjum et al. (2018)	Pakistan	toxic workplace environment; workplace ostracism; workplace incivility; workplace harassment; workplace bullying; job burnout; job productivity	seven private universities	Research has demonstrated that bullying, harassment, incivility, and ostracism harm job productivity using a variety of statistical methods and tools. Workplace toxic environments and job productivity are mediated by job burnout. In conclusion, positive workplace environments are necessary for businesses to succeed and prosper.	The study admits its limitations, including its small sample size and lack of demographic information, and places depression as a major contributor to the toxic work environment that lowers employee productivity.Based on Pakistan’s health system, the study recommends expanding the sample size and taking gender-specific depression issues into account in subsequent studies. This empirical study, which was carried out in Pakistani private universities, has limitations because of its cross-sectional research design. It is recommended that future studies adopt a longitudinal research design.
Rasool et al. (2019).	China	toxic workplace environment; work depression; worker productivity	five Chinese banks in the vicinity of Shanghai	A noxious work setting, distinguished by torment, intimidation, exclusion, and discourtesy, detrimentally impacts the efficiency of laborers. The act of alienating employees from the workplace, also known as workplace ostracism, carries detrimental outcomes for both the workforce and the growth of the organization, resulting in a high rate of employee turnover, reduced engagement in work, dissatisfaction with one’s occupation, counterproductive work conduct, despondent behavior, emotional fatigue, and diminished effectiveness. The presence of workplace harassment, bullying, ostracism, and incivility all exert an adverse influence on the productivity of workers. A poisonous work environment endangers the psychological resources of employees, severs social connections, and undermines the effectiveness of both laborers and the organization as a whole.	The process of gathering data led to an imbalanced distribution of genders, with a higher number of male personnel in the chosen banks. This lack of gender equality might restrict the applicability of the findings. The study solely concentrated on the perspectives of respondents regarding workplace depression, without taking into account demographic factors such as gender, age, education, and race. There is potential for future research to delve into gender-specific issues related to depression. The study’s use of the workplace stress variable was limited and failed to incorporate additional dimensions of stress. As a consequence, the comprehension of the link between workplace stress and worker productivity may be constrained.
Sneha and Pooja (2020)	India	Low–intensity defiant workplace behavior, Organizational Citizenship Behavior, Attrition, Behavioral Antecedents, Situational Antecedents, Affective outcome, Attitudinal outcomes, Cognitive outcomes	No specific sector has been mentioned.	The investigation embarked on a comprehensive exploration of the written works to uncover the various aspects of impoliteness that demand consideration concerning their influence on the conduct of employees, their state of mind, and their effectiveness. The findings of the investigation shed light on the detrimental consequences of incivility on the behavior of employees, their mental well-being, and their effectiveness in the professional setting. The findings of the investigation shed light on the detrimental consequences of incivility on the behavior of employees, their mental well-being, and their effectiveness in the professional setting.	Additionally, it has been observed as a contemporary manner in which prejudice and discrimination might reveal themselves within establishments (Cortina & Magley, 2009). Hence, it holds great significance to persist in research endeavors that strive to deepen our comprehension of discourteous conduct in the workplace and potentially aid in diminishing this detrimental behavior in its diverse manifestations.
Anjum et al. (2021).	Pakistan	supervisor incivility, effects on employees’ discretionary work effort	in two large companies in the financial services sector of Pakistan,	The results indicate that rude supervisors negatively affect workers’ discretionary work effort, which is mediated by workers’ sense of vitality. When managers act in an impolite manner, it not only saps workers’ energy but also makes them less inclined to go above and beyond in their jobs. This emphasizes how critical it is to deal with and stop workplace incivility among supervisors to preserve workers’ motivation and output. According to the study, there is a negative correlation between subordinates’ discretionary work effort (DWE) and supervisors’ rude behavior. This suggests that when supervisors act rudely, staff members may be less inclined to use their discretion.	The cross-sectional survey design used for the study makes it more difficult to determine a causal relationship between employees’ discretionary work effort (DWE) and supervisor incivility (SI). The fact that the information was obtained from workers of two sizable firms in Pakistan’s financial services sector may restrict the applicability of the conclusions to different sectors or cultural settings. The frequency or particular forms of supervisor rudeness are not examined in the study, which would shed more light on how it affects output. The 151 employees in the sample may be a small number, which could have an impact on the results statistical power and generalizability.
Uwem et al. (2022).	Nigeria	Behavior, deviance, employees, incivility, productivity, workplace, SMEs	SMEs in the Nigerian liquefied petroleum gas (LPG) sub-sector	The findings and observations demonstrated a connection between workplace rudeness and output, posing difficulties for policymakers in developing decisions aimed at enhancing positive workplace behaviors and competencies. Workers in SMEs in the LPG subsector will favor an environment that fosters positive inciting behaviors like social networking, transparency, autonomy, and work flexibility, as well as empowerment and interpersonal support from coworkers. Poor service delivery can result from negative initiating work activities like making disparaging remarks to subordinates, acting unprofessionally, and acting rudely and disrespectfully.	Due to the cross-sectional nature of the study, a causal relationship cannot be established. As such, care must be taken when inferring interfaces between variables. This is crucial for a concept such as workplace incivility, as it can be influenced by non-organizational factors such as discourteous behavior and rudeness that can vary over time. Only longitudinal data can be used to determine causality. Therefore, since longitudinal data allows for greater generalization, more research should make use of it. Furthermore, the limited sample size of the LPG sector hindered the ability to make effective decisions by limiting the opinions of the SMEs that were not included in the selection process. Future studies should generalize their findings using a larger sample frame that includes gas-filling plants both inside and outside of Lagos State.
Sowe and Arslan (2023)	Turkey	Workplace incivility, Turnover intention, Counterproductive work behavior, The Gambia, Ghana	public and private sector institutions in The Gambia and Ghana,	The study discovered a strong correlation between unprofessional conduct at work and counterproductive work habits, suggesting that unprofessional behavior at work is a strong predictor of unproductive employee behavior. Compared to The Gambia, Ghana has higher rates of workplace incivility, turnover intention, and counterproductive work behavior, suggesting that there may be cultural differences in how incivility is experienced and dealt with in the workplace. These results add to the little-studied topic of workplace rudeness on the African continent and offer public and private institutions useful information for recognizing and resolving workplace rudeness to increase institutional productivity.	The study does not examine the precise reasons behind or varieties of workplace rudeness, as these may differ amongst businesses or organizations. Without taking into account potential interventions or strategies to address workplace incivility, the study only looks at how employee behavior and turnover intention are affected by workplace incivility. The study compares the degrees of incivility at work, intention to leave, and unproductive work practices between Ghana and The Gambia; however, it does not offer a thorough examination of the contextual or cultural elements that might be responsible for these variations.

3. Proposed conceptual framework

This section of the paper reveals a theoretical framework that integrates Denison’s Organizational Culture, workplace incivility, and productivity. These studies mentioned here reveal how the three different variables (independent- organizational culture, dependent- employee productivity, and mediating- workplace incivility) affect each other directly or indirectly.

3.1. Relationship between (independent Variable) Denison Organizational Culture and (dependent Variable) employee productivity

Denison Culture gives workers a sense of purpose that can greatly increase productivity by bringing them into line with the organization’s overall goals. Ultimately, the connection between Denison Culture and worker productivity is rooted in the culture’s capacity to foster an environment at work that is supportive and empowering and that fosters creativity, teamwork, and a strong sense of purpose among workers. (Uddin et al., 2012) offers insights into how organizational culture affects worker productivity and performance in Bangladesh’s telecom industry. To achieve better employee performance, it emphasizes the significance of preserving a positive organizational environment, effective communication, autonomy, participation, and mutual trust. Denison’s organizational culture theory presents a conceptual framework that scrutinizes the interplay between organizational culture and organizational efficacy. The proposition posits that organizations that possess robust cultures in these spheres are more prone to attaining triumph and accomplishing their objectives. These cultural attributes exert an influence on an array of facets of organizational effectiveness, encompassing contentment, dedication, and performance of employees. By comprehending and fostering these cultural characteristics, organizations can augment their comprehensive effectiveness and performance (Vallabh & Vallabh, 2016).

A different, theoretical structure was formulated to comprehend the influence of organizational culture on employee efficiency at NamPort. The autonomous factor within the theoretical structure encompasses organizational culture, which encompasses aspects such as engagement, uniformity, adaptability, and purpose. The reliant factor is employee efficiency. The Denison Model was employed to evaluate organizational culture and its influence on employee efficiency. This model provides a structure for comprehending the advantages and limitations of organizational culture and aids in the identification of leadership guidance and culture advancement. The theoretical structure of the investigation was formulated based on the review of the literature, which significantly contributed to its development. (Anghuwo, 2021). A robust and favorable culture characterized by a sense of purpose, active participation, adaptability, and uniformity is observable within the Sekondi-Takoradi Metropolitan Assembly (STMA) in Ghana. Two hypotheses were corroborated, affirming a positive correlation between employee productivity and engagement, as well as a significant impact of a consistent cultural environment on employee productivity. A study conducted in Nigeria discovered a strong association between organizational culture and employee productivity. The presence of an involved, consistent, adaptable, and purpose-driven culture all exerted positive influences on employee productivity. However, it is worth noting that the relationship between adaptability and employee productivity was found to be negative but statistically significant. (Abane et al., 2022). Likewise, a recent investigation revealed that talent management and organizational culture exert a positive impact on employee productivity. Moreover, the study underscored the significance of employee engagement in shaping organizational culture, as it can influence the correlation between organizational culture and employee productivity. When employees actively participate in the creation and molding of the organizational culture, they are more inclined to experience a sense of ownership and alignment with the company’s values and objectives, resulting in heightened levels of motivation and commitment, ultimately enhancing productivity (Oladimeji et al., 2023).

3.2. Relationship between (independent Variable) Denison Organizational Culture and (mediating Variable) workplace incivility

A workplace that encourages adaptability and engagement has a higher likelihood of cultivating a positive and respectful atmosphere, thereby reducing the probability of incivility. The presence of consistent values and behaviors further reinforces a culture of mutual respect (Geldart et al., 2018). Conversely, organizations that lack these cultural attributes may encounter challenges related to workplace incivility, as employees might perceive a misalignment between their values and the prevailing organizational culture (Pheko et al., 2017). The impact of human resources practices on incivility and turnover suggests a potential indirect connection between organizational culture and workplace incivility, highlighting the significance of organizational efforts to enhance the work environment in a manner that prohibits or discourages mistreatment. Although this study does not explore the specific relationship between organizational culture and workplace incivility, it does acknowledge that organizational culture can influence the effectiveness of human resources practices in addressing incivility and turnover (Simmons, 2008). The significance of halting incivility and bullying behaviors within healthcare institutions is underscored. An examination is undertaken to delve into how the culture of organizations and the prevailing neoliberalist ideology contribute to the perpetuation of incivility and bullying in healthcare. Recommendations are provided about policy, practice, and research to alleviate incivility and bullying within healthcare institutions. The repercussions of incivility and bullying on healthcare institutions, employees, and patients are outlined. An analysis is conducted on the organizational and neoliberal factors that give rise to incivility and bullying in healthcare. Nursing professionals and leaders are encouraged to explore the current political climate that impacts healthcare and recognize their pivotal role in resolving this matter. (LaGuardia & Oelke, 2021).

3.3. Relationship between (mediating Variable) workplace incivility and (depending Variable) employee productivity

(Cortina et al., 2013) research explores how uncivil conduct can significantly undermine employee productivity. The toxic work environment generated by incivility often disrupts communication, collaboration, and teamwork, hindering the efficient functioning of a workplace (Miller, 2015). As a result, employees may become disengaged, less motivated, and less likely to contribute their best efforts, ultimately diminishing the overall productivity of the organization. Addressing workplace incivility is crucial for fostering a positive and inclusive work culture that supports employee well-being and enhances productivity (Giumetti et al., 2013). In a study a correlations were found between workplace incivility from direct supervisors and productivity. Specifically, incivility related to patients and direct supervisors were statistically significant factors. The annual cost of decreased productivity related to workplace incivility was calculated, with estimated losses in productivity from incivility for the sample being 264,847.34 annually. (Hutton & Gates, 2008). Further, one such study model suggests that workplace ostracism, incivility, harassment, and bullying have direct negative effects on job productivity. Furthermore, the model proposes that job burnout acts as a mediator, linking the dimensions of a toxic workplace environment to decreased job productivity.The study found that workplace incivility has a direct negative significant effect on job productivity. The SEM analysis revealed that incivility in the workplace is associated with decreased job productivity. The research supports the notion that incivility can hinder employees’ ability to perform their job tasks effectively. (Anjum et al., 2018). An investigation into the effects of workplace rudeness on employee behavior and productivity was the goal of another study. Although the sources cited in the study do not specifically address the relationship between incivility and productivity in the study model, the study’s emphasis on workplace behavior and the effects of incivility on productivity and mental health raises the possibility that there is a relationship at work between incivility and lower productivity (Dutta & Chatterjee, 2020). This study looked at how rudeness at work affected the output of SMEs in Lagos State, Nigeria’s LPG subsector. The findings and observations demonstrated a connection between workplace rudeness and output, posing difficulties for policymakers in developing decisions aimed at enhancing positive workplace behaviors and competencies. The characteristics of SME owners and managers—hostile attitudes, inconsistent orders, public criticism, and undignified remarks—might boost productivity temporarily, but they are unlikely to last over time as they may cause employee commitment to wane, encourage employee silence, and heighten resignation intentions (Uwem et al., 2022).

4. Contributions of the model

Many research papers have focused on Denison’s Organizational culture as a pivotal role in shaping the behavior and effectiveness of any municipality (Saberifa, 2017); (Gyamfi et al., 2021); (Petrova & Spatenka, 2022). Similarly, various literature shows the studies related to workplace incivility in the context of municipalities, where public service and community welfare are paramount, understanding and addressing workplace incivility is crucial (Kearney, 2023); (Hassan et al., 2022); (Slattery, 2019). Numerous researchers have articulated that Employee productivity is a crucial factor in any organization, and municipal corporation as well (Herrera & Garcés, 2019); (Majebele, 2018); (Clement & Gwaltu, 2023). In the dynamic landscape of public service, exploring the determinants of employee productivity in municipalities becomes paramount (Amha & Brhane, 2020). This article is distinctive and emerges as the first one to highlight the relationship between all the variables together in the study. The base of the study starts with analyzing the culture of the municipality. Denison culture model fits well with the working culture of municipalities’ objectives and mission. The theoretical framework proposing Denison culture as an exogenous factor, employee efficiency as an endogenous factor, and workplace rudeness as an intervening factor are substantiated by extensive scholarly inquiry. Denison’s model of organizational culture, encompassing facets such as engagement, coherence, flexibility, and purpose, has been widely confirmed as a prognosticator of organizational efficacy and achievement (Denison & Mishra, 1995). Empirical investigations have demonstrated that a robust, affirmative culture fosters heightened employee involvement and effectiveness (Kotter & Heskett, 1992; Sørensen, 2002). Employee effectiveness is frequently utilized as a dependent variable in inquiries exploring the repercussions of organizational culture. For example, a study by Schneider et al. (2013) revealed that a favorable organizational culture is significantly linked to augmented employee output and efficiency. (Pearson & Porath, 2005) elucidated the impact of rudeness on diminishing job satisfaction and productivity. In a similar vein, Lim, Cortina, and Magley (2008) illustrated the adverse effects of workplace incivility on employee well-being and performance, indicating its intermediary function in the relationship between organizational culture and productivity. This theoretical framework is thus formulated through the amalgamation of insights derived from these seminal studies, showcasing the intricate dynamics among organizational culture, workplace incivility, and employee productivity. The inclusion of workplace incivility as an intervening factor is corroborated by research indicating that impoliteness can impede the advantages of a supportive organizational culture. The proposed model of ‘Culture-Incivility-Productivity Nexus’ as shown in Figure 3, aims to provide a comprehensive understanding of how the organizational culture of a municipality, influences employee productivity both directly and through the mediation of workplace incivility. The inclusion of moderating variables adds nuance to the relationships explored. The Denison Organizational Culture Model exerts a profound influence on employee productivity, acting as a guiding framework that shapes the work environment within municipalities (Abane et al., 2022). As shown in Figure 3, this model intersects with workplace incivility and its impact on employee productivity becomes even more evident. A positive Denison culture, characterized by a clear mission, adaptability, involvement, and consistency, fosters an atmosphere that supports and enhances employee engagement and effectiveness (Sadry et al., 2022). However, the presence of workplace incivility acts as a disruptive force, undermining the positive cultural attributes promoted by the Denison model (Singh et al., 2023). Incivility introduces tension, erodes trust, and impedes the collaborative spirit that the model seeks to cultivate (Taylor, 2010). The mediation of workplace incivility can weaken the alignment between employees and the organizational mission, hinder adaptability by stifling creativity, reduce involvement through damaged relationships, and disrupt consistency by introducing conflicts. Consequently, the negative impact of workplace incivility within the Denison culture model can contribute to a decline in employee productivity, hindering the municipality’s ability to deliver optimal public services and fulfill its mission (Abane et al., 2022); (Turek, 2023). Addressing incivility within the framework of the Denison model becomes essential to preserving and maximizing the positive impact of this organizational culture on overall employee productivity.

Figure 3. Proposed conceptual model (‘Culture-Incivility-Productivity Nexus’).

Workplace incivility can have several negative effects on the culture of a municipality, ultimately hindering the effectiveness and efficiency of its employees. Fulfilling the last objective of the study some of these effects are stated below:

• Decreased Employee Morale: Workplace incivility can lead to a toxic work environment, causing a decline in morale among employees. When individuals feel disrespected or mistreated, their overall job satisfaction decreases, affecting their motivation and commitment to their work (Tumlinson et al., 2022)

• Increased Stress and Burnout: Incivility can contribute to heightened levels of stress and burnout among employees. Constant exposure to disrespectful behavior or hostile interactions can take a toll on mental and emotional well-being, negatively impacting job performance and productivity (Kearney, 2023).

• Poor Team Dynamics: Incivility can disrupt team dynamics by creating tension and conflict among colleagues. Collaboration and effective teamwork are essential in municipal workplaces, and incivility can hinder open communication, trust, and cooperation among team members (Slattery, 2019).

• Higher Turnover Rates: Employees who experience incivility may be more likely to leave their jobs in search of a healthier work environment. This turnover can lead to a loss of institutional knowledge, increased recruitment and training costs, and disruptions in workflow (Thelin, 2020).

• Reduced Innovation and Creativity: A culture of incivility can stifle creativity and innovation. When employees feel uncomfortable expressing their ideas or taking risks due to fear of negative repercussions, the municipality may miss out on valuable contributions and potential improvements (Babapour Chafi et al., 2021).

• Negative Impact on Public Image: A municipality’s public image can suffer if there is a perception of internal strife and incivility among its employees. This can erode public trust and confidence in the municipality’s ability to effectively serve the community (Mbandlwa & Mishi, 2020).

• Legal and Ethical Risks: Persistent workplace incivility can be a more serious issue, such as harassment or discrimination, leading to legal and ethical challenges for the municipality. This can result in costly legal battles, damage to the organization’s reputation, and potential sanctions (Sojo & Roberts, 2023).

• Decreased Productivity: The overall efficiency and productivity of the municipality can be compromised when employees are distracted by workplace incivility. It can lead to a focus on interpersonal conflicts rather than the completion of tasks and goals (Musyoka, 2020).

5. Discussion & findings

In the dynamic landscape of public services and governance, understanding and fostering a positive organizational culture is critical (Christensen et al., 2020). Denison Model emphasizes creating a culture that aligns with an organization’s mission. Denison’s model emphasizes four core cultural traits: involvement, consistency, adaptability, and mission (Petrova & Spatenka, 2022). In a municipal setting, an organizational culture characterized by high involvement fosters employee engagement, collaboration, and a sense of belonging, ultimately contributing to increased productivity (Awadh & Saad, 2013). Consistency ensures that employees understand the organizational values and goals, leading to a more cohesive and focused workforce (Caraballo, 2016). Adaptability encourages innovation and flexibility, allowing municipal employees to respond effectively to changing circumstances and challenges (Nzewi et al., 2016). Mission-driven cultures instill a sense of purpose and direction, aligning individual efforts with the broader goals of the municipality. However, the impact of Denison’s organizational culture on productivity can be significantly influenced by the mediating factor of incivility (Sebidi, 2022). Incivility in the workplace refers to disrespectful or rude behavior, and its presence can erode the positive effects of a healthy organizational culture (Asad Ali & Siddiqui, 2020). When employees experience incivility, it creates a toxic work environment that hampers collaboration, diminishes morale, and negatively affects productivity. The mediating effect of incivility interrupts the seamless integration of Denison’s cultural traits, as employees may become disengaged, demotivated, and less likely to contribute their full potential to municipal projects and initiatives (Lee et al., 2022). To mitigate the adverse effects of incivility on the productivity of employees within a municipality, it is imperative for organizational leaders to proactively address and counteract uncivil behavior (Slattery, 2019). This involves implementing policies that promote respectful communication, fostering a culture of empathy and understanding, and providing training programs to enhance interpersonal skills. By recognizing and addressing incivility, municipal leaders can safeguard the positive impact of Denison’s organizational culture, creating a conducive work environment where employees feel valued, motivated, and empowered to contribute to the municipality’s success (Kokina & Ostrovska, 2013).

Eventually, this study offers a conceptual model called ‘Culture- Incivility- Productivity Nexus shown in Figure 3’. This model is framed with the help of various past research papers that somewhere connect all the variables. Here Denison organizational culture model is taken as an independent variable. In Past literature other models of organizational culture, mainly, Edgar Schein’s model and Hofstede’s cultural dimensions have been studied with incivility and productivity (Assoratgoon & Kantabutra, 2023; Balaji et al., 2020; Chen & Lin, 2021; Iqbal et al., 2021). The Culture-Incivility-Productivity Nexus is a conceptual model that seeks to illuminate the intricate interplay between organizational culture, workplace incivility, and overall productivity. Developed with a focus on understanding the dynamics within corporate environments, this model posits that the prevailing organizational culture significantly influences the occurrence of workplace incivility, which, in turn, directly impacts productivity (Wang & Chen, 2020). The nexus further asserts that a culture promoting respect and civility is essential for maintaining a motivated and engaged workforce, ultimately leading to enhanced productivity. By recognizing these interconnected elements, organizations can strategize to cultivate a healthy culture, address incivility, and optimize productivity for sustained success (Nigarish et al., 2019).

Workplace incivility poses a formidable threat to the culture of a municipality, with cascading negative effects that hinder the effectiveness and efficiency of its employees (Nigarish et al., 2019). In a municipal setting, where collaboration and public service are paramount, incivility can erode the sense of community and shared purpose (Perea, 2014). The pervasive nature of disrespectful behavior can lead to a toxic work environment, fostering resentment and disengagement among employees (Saleem et al., 2020). The municipal culture, which should ideally promote public service and teamwork, may suffer from a decline in morale and employee satisfaction (Gityforoze, 2018). Furthermore, the erosion of trust and respect among colleagues may result in increased turnover, making it challenging to retain experienced and dedicated municipal workers. Ultimately, the negative impact of workplace incivility on the culture of a municipality reverberates through decreased employee morale, weakened teamwork, and diminished overall effectiveness and efficiency in serving the community (Musyoka, 2020). Addressing and preventing incivility becomes crucial for fostering a positive culture that bolsters the municipality’s ability to fulfill its vital role in public service. Moreover, the negative repercussions of workplace incivility can extend to the perception of the municipality by the community it serves (Sleem & Seada, 2017). A culture tainted by incivility may be reflected in public interactions, undermining the trust and confidence residents place in local government. The municipality may struggle to garner public support for initiatives and face challenges in building positive relationships with the community. In essence, the insidious nature of workplace incivility permeates every aspect of municipal culture, hindering the effectiveness and efficiency of employees and compromising the municipality’s ability to fulfill its crucial role in serving the public (Dubey & Bedi, 2024). Proactive measures to address and prevent incivility are essential not only for maintaining a healthy work environment but also for upholding the values that form the foundation of a thriving and responsive municipal organization (Tamunomiebi & Ukwuije, 2021).

6. Future direction

Following are some recommendations that have been observed and can be covered in the future are as follows-

• The literature review and the connection between Denison’s organizational culture dimensions and the elements that contribute to workplace incivility require further investigation.

• The conceptual model which is named ‘Culture- Incivility- Productivity Nexus’ can be used by researchers to test this model in various sectors like banks, hotels, academic institutions, IT firms, etc.

• Researchers can also add a moderator such as leadership, or organizational commitment to this model to explore and study the aspect and effects altogether.

• Using the conceptual model described in this paper, researchers can use questionnaires to gather data, validate the model, and use structural equation modeling, confirmatory factor analysis, and exploratory factor analysis to ascertain the relationship between the variables.

7. Conclusion

A robust municipal culture is characterized by a clear mission, adaptability, active involvement, and consistency. Such a culture not only enhances the internal functioning of the municipality but also strengthens its external relationships, fostering a sense of community, trust, and collective progress. According to the results of the current study, employee productivity in the municipality sector and Denison’s organizational culture are related. There is also a mediating effect of workplace incivility that can be widely seen. As highlighted through the new culture- incivility- productivity nexus model, it can be seen that the dimensions of the Denison model are directly linked with the productivity of employees. Whereas workplace incivility can act as a mediator and affect the productivity of employees. Moreover, Incivility in municipalities can create a negative cultural impact on the productivity of employees. It can also lead to decreased poor team dynamics, reduced innovation and creativity increased stress levels, and lower employee morale. It can also result in higher turnover rates and decreased productivity.

Author contribution statement

Priya Bijalwan has conceptualized, design, analysis, and writing of the paper. Ashulekha Gupta contribution was supervision and proposed model. Amar Johri contribution was supervision, Model, and proofreading. Mohammad Asif contributed to the discussion and proposed model.

Disclosure statement

No potential conflict of interest was reported by the author(s).

Data availability statement

The authors confirm that the data supporting the findings of this study are available within the article as its supplementary materials.

Additional information

Funding

No funding was received for this study.

Notes on contributors

Priya Bijalwan

Priya Bijalwan, a research scholar at the Department of Management Studies at Graphic Era Deemed to be University, Dehradun, India, is currently engaged in doctoral studies focusing on Human Resources. Her research interests revolve around Human Resource Management (HRM), Organizational Behaviour, Organizational Culture, and Machine Learning. In addition to her scholarly articles, Priya Bijalwan has published two patents, underscoring her innovative contributions to her field.

Ashulekha Gupta

Ashulekha Gupta received the Ph.D. degree in Economics from the HNB Garhwal (A Central University), Srinagar, India, in 2014. She is currently a professor in management area with the Graphic Era (Deemed to be University), India. Her research interests include artificial intelligence, Industry 4.0, and circular economy. She has authored/coauthored papers in highly reputed journals, such as IEEE Transactions on Engineering Management, Journal of Financial Services Marketing, Journal of Modelling in Management etc. She has published number of research papers in national and international journals (including Scopus Q1, Q2 indexed journals, Web of Science: SSCI, SCIE, Q1, Q2, Q3 and ESCI journals, ABDC and ABS category.

Amar Johri

Amar Johri has been an Assistant Professor in the College of Administrative and Financial Sciences at Saudi Electronic University, Kingdom of Saudi Arabia, since September 2019. He has more than 17 years of academic experience. He obtained his doctorate (PhD) from Graphic Era University, Dehradun, Uttarakhand, India. His research interests include financial services, financial markets, banking, investment, accounting, and general management. He has published around 40 research papers in national and international journals (including Scopus Q1, Q2 indexed journals, Web of Science: SSCI, SCIE, Q1, Q2, Q3 and ESCI journals, ABDC and ABS category journals, and Proceedings of International Conferences of repute) and has presented around 20 research papers in national and international conferences. He has worked on various research projects and is working on a few more. He has been chair of the technical sessions and honored as a chief guest (valedictory session) at the international conference. He delivers and conducts sessions on financial planning, financial literacy, investment decisions, corporate finance, accounting information systems, corporate accounting, and Microsoft Excel and its use in account, finance, and statistics calculations. He is the reviewer and article editor of various reputed journals, including Web of Science and Scopus-indexed journals, and has reviewed more than 30 research papers. He has also examined PhD theses for universities as an external examiner. He also serves as an external academic expert to review the program structure. His area of teaching interest includes the subjects of finance, accounting, and taxation.

Mohammad Asif

Mohammad Asif is Associate Professor in the department of finance at Saudi Electronics University, Kingdom of Saudi Arabia. Earlier he has worked as an assistant professor in Aligarh Muslim University and Jamia Millia Islamia, New Delhi. He completed his Ph.D. in Agricultural Economics and Business Management from Aligarh Muslim University. His area of interest in teaching and research includes Microeconomics, Agricultural Economics, Banking, Managerial Economics, International Economics and Academic writing and research skills. He has published many research papers in refereed national and international journals and attended various National and international seminar, Conferences and workshops. He has also been involved as a key researcher and an expert in various research projects funded by prominent institution. He has 15 years of teaching experience at graduate and post graduate levels.