Abstract
This study aims to explain how the psychological process affects perceived organizational politics (POP) toward organizational citizenship behaviour (OCB). The paradoxical effect of POP to OCB needs to be explained through two psychological processes: First, the mediation effect of psychological safety which explains POP as a barrier to OCB. Second, the mediation effect of careerism which explains POP as an OCB driver. One of the government institutions in Malang District used as research objects, involving 97 employees as respondents. A quantitative approach using Partial Least Square (PLS) used as the method of this study. The results showed careerism mediated the relationship between POP and OCB. But the surprising result is that psychological safety cannot mediate the effect of POP to OCB because employees feel that there is no high threat of doing voice behaviour, helping behaviour and individual initiatives in the political environment. These results indicate that OCB is a safe activity when it does not contrary to other people’s self-interest, so it does not cause a conflict.
Highlights
Government institutions such as service organization in every region have an important role in providing services to the community
The results of this study indicate that the influence of perceived organizational politics (POP) on psychological safety is not significant, because organizational politics are identic to power and self-interest so that the form of political practice in the organization manifested in the form of policies and regulations
Social exchange theory (SET) and Impression Management Theory (IM) explained that the influence of POP on Organizational Citizenship Behaviour (OCB) is paradoxical
Summary
Government institutions such as service organization in every region have an important role in providing services to the community. The service organization is required to provide the best performance. The increase of community needs and its rapid change will be challenging for government organizations. These demands force government organizations to change the old paradigm that knew as slow and inviolable procedures, not flexible in providing services to creativity, innovation, and behaviour which were oriented to change in order to be able to provide services according to community needs. OCB promotes mutual and constructive behaviour that helps organizations provide good service to the community. Many studies have consistently stated that OCB is one of the important factors in improving organizational performance, more study related to the factors that influence a person to do OCB is needed (Podsakoff et al, 1997; Park, 2018)
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Free) 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
