The presence of adverse work conditions is a significant source of health problems for employees ( Judge et al., 2012; Tang et al., 2001) and a reason they are unable to complete their job tasks (Hobfoll, 1989; McCarthy et al., 2016). Understanding employees’ abilities to meet their performance requirements even in the presence of such unfavorable conditions thus is an important pursuit (Hall and Savery, 1987; Ng and Feldman, 2012). A critical aspect of work adversity is the perception of workplace incivility, such that employees believe that their co-workers are rude or disrespectful (Cortina et al., 2001; Pearson and Porath, 2005). Workplace incivility permeates an increasing number of organizations (Cortina, 2008; Estes and Wang, 2008; Pearson and Porath, 2004), manifested in various ways, such as condescension, using demeaning or derogatory remarks, excluding others from professional camaraderie, or showing little interest in others’ opinions (Cortina et al., 2001; Pearson and Porath, 2005). The experience of uncivil behaviors deprives employees of relevant organizational knowledge and hampers their ability to succeed in their work (Cortina et al., 2001; Pearson et al., 2000; Rahim and Cosby, 2016). Their resulting frustration may deplete employees’ resource reservoirs, generating negative outcomes such as emotional exhaustion (Cho et al., 2016), job burnout (Rahim and Cosby, 2016), dissatisfaction with work (Lim et al., 2008), less knowledge sharing (Sharifirad, 2016), and reduced work efforts (Pearson and Porath, 2005). Previous research notes that employees’ personal resources might be particularly instrumental for their ability to fulfill their job requirements in the presence of significant workplace adversity such as incivility (De Clercq and Belausteguigoitia, 2017; Kroon et al., 2015). Accordingly, we argue that an important catalyst of successful job performance, despite the challenge of workplace incivility, is employees’ self-efficacy (Parker, 1998). As a complement to research that examines direct negative consequences of workplace incivility, we posit specifically that to the extent that some discourteous behaviors are unavoidable – especially in modern organizations that demand fast decision making, rely on impersonal modes of communication, or are complex (Estes and Wang, 2008; Pearson and Porath, 2005) – organizations can benefit greatly from leveraging employees’ personal resource of self-efficacy to compensate for the resource-depleting effects of uncivil behaviors when these behaviors permeate the organization (Sliter et al., 2012).