<p>This study examines how frontline hospitality employees cognitively respond to daily supervisor incivility and how these cognitive responses are associated with same-day work withdrawal and work engagement. Integrating conservation of resources theory with work-related rumination research, we apply two established dimensions of work-related rumination—affective-related rumination and problem-solving pondering—to the context of daily supervisor incivility. Using a 10-day experience sampling design with restaurant employees in South Korea, we examined whether supervisor incivility was associated with two functionally distinct forms of same-day work-related cognition. Results showed that on days when employees experienced higher supervisor incivility, they reported greater affective-related rumination, which was positively associated with work withdrawal. Supervisor incivility was also positively associated with problem-solving pondering, which was positively associated with work engagement. Metacognitive awareness attenuated the association between supervisor incivility and affective-related rumination, whereas workplace curiosity strengthened the association between supervisor incivility and problem-solving pondering. The findings suggest that daily supervisor incivility is associated with both emotionally negative and solution-focused cognitive responses within the same workday. Rather than introducing a new cognitive mechanism or directly testing resource change, this study contributes by showing how established forms of work-related rumination can be differentiated and examined together as within-person responses to supervisor incivility in frontline hospitality work. Implications are discussed for managing supervisor incivility and supporting employee functioning in service settings.</p>