Perceptions of Organizational Politics Influences on Feedback Avoidance Behavior: The Effect of Impression Management Motive and Emotional Intelligence

Rong Lin,Bo Sun

doi:10.4236/jssm.2018.111003

Abstract

Feedback Avoidance Behavior in the organization is very common but existing research on its formation mechanism is not very clear. Based on the view of Conservation of Resource Theory, we focus on relationship between Perceptions of Organizational Politics and Feedback Avoidance Behavior. The empirical research is based on 290 samples, according to research group of political perception significantly enhanced feedback avoidance; employees’ emotional intelligence reversely adjusts the influence of the Impression Management on Feedback Avoidance Behavior. At the same time, Impression Management Motive plays an intermediary role. To some extent, the results will enrich and deepen the existing research of POP and FAB; there will be implications for management practice.

Highlights

We often find this kind of phenomenon, in the enterprise when the employee performance is poor, they try to avoid communicating with leader, such as “arranging themselves go out to avoid regulators”, “when encountering the managers choose another route to avoid meeting him” or “asking for leaving or finding a reason to stay at home to avoid the negative news of administrators” and so on
Why would there be feedback avoidance behavior, and are there methods to reduce this behavior? Through literature review, we found that previous studies about FAB and the result from the empirical level is discussed, but there are some deficiencies: 1) the research mainly focus on leadership and situational level, but lack of organization atmosphere, such as Perceptions of Organizational Politics; 2) there limitations of the formation mechanism of feedback avoidance behavior from the perspective of resource preservation
Based on the theory of resource preservation [2], this paper studies the relationship between organizational political perception and feedback avoidance behavior

Summary

Introduction

We often find this kind of phenomenon, in the enterprise when the employee performance is poor, they try to avoid communicating with leader, such as “arranging themselves go out to avoid regulators”, “when encountering the managers choose another route to avoid meeting him” or “asking for leaving or finding a reason to stay at home to avoid the negative news of administrators” and so on. These behaviors are feedback avoidance behavior (FAB). Why would there be feedback avoidance behavior, and are there methods to reduce this behavior? Through literature review, we found that previous studies about FAB and the result from the empirical level is discussed, but there are some deficiencies: 1) the research mainly focus on leadership and situational level, but lack of organization atmosphere, such as Perceptions of Organizational Politics; 2) there limitations of the formation mechanism of feedback avoidance behavior from the perspective of resource preservation

Objectives

Methods

Results

Conclusion