Impact of Perceived Organizational Politics on Supervisory-Rated Innovative Performance and Job Stress: Evidence from Pakistan

Abstract

Perceived organizational politics, as an organizational stressor, is considered as detrimental for the effective functioning of organizational members. However, previous studies have shown some mixed evidence for the effect of perceived politics on a variety of job outcomes. The current investigation examines the impact of organizational politics on job stress and innovative job performance. To test our hypotheses, we collected data from a diverse sample of employees and their supervisors (237 paired-responses) in Pakistan. Consistent with our hypothesis we found that perceived organizational politics had detrimental effects on supervisory-rated innovative job performance. Employees, who perceived high politics in their work environment, demonstrated low levels of innovative behaviors. In contrast to the findings of previous studies conducted in North America, we found that perceived politics had no effect on job stress in Pakistani environment. Based on our findings, we discuss implications for managerial practice and directions for future research.  Moreover, previous studies have largely ignored the effects of organizational politics perceptions on creativity or innovation related job outcomes. Despite the relevance of innovative behaviors and creativity to organizational politics (a hindrance-related stressor), no study, up to our knowledge best, has examined the influence of politics perceptions on innovative performance. In addition, majority of the previous studies are based on North American samples, therefore making it difficult for both researchers and practitioners to draw inferences for non- American work settings. Based on the above discussion, we believe that it is very critical to explore the influence of politics perceptions on innovative job performance and job stress. Therefore, the objectives of the current study are threefold. First, we attempt to investigate the impact of perceived politics on supervisory-rated innovative performance. Second, we will examine the effects of politics perceptions on employees' job stress. Third, we will conduct this study in Pakistan thereby extending the perceived politics theory predominantly developed and tested in North America. This study will provide evidence for external validity to the theories of perceived organizational politics and innovative job performance.