Organisational politics and task performance: the intervening role of affective organisational commitment in a public sector organisation

Abstract

Organisational politics is one of the pervasive but overlooked domains, particularly in law enforcing agencies. In this context, a conceptual model was proposed to empirically consider the intervening role of affective organisational commitment between the infrequently studied relationship of perception of organisational politics (POPs) and task performance. Accordingly, in order to test the presumed predictions of the current study data was collected from traffic enforcement officers employed in the capital city of Punjab, Pakistan (n = 198). Preacher and Hayes mediation analysis with 10,000 bootstraps was performed in the SPSS.22. Subsequently, results validated the effect of perceived organisational politics on employee's task performance transmitted only through affective organisational commitment. Hence, it also provided the empirical support by applying assumption of social exchange theory that as individuals when evaluating marketplace unjust and unfair, responding by not endowing their resources in it.