Perceptions Of Organizational Politics Research Articles

Supervisor bottom-line mentality and employee workplace well-being: a multiple mediation model

PurposeThis study is intended to investigate the relationship between supervisor bottom-line mentality (BLM) and employee workplace well-being. In addition, this study discusses the mediating roles of perception of organizational politics and job anxiety in this relationship.Design/methodology/approachData were gathered from a two-wave survey of 301 full-time employees in southern China. The PROCESS macro in SPSS was applied to test the hypotheses.FindingsResults showed that supervisor BLM was negatively related to employee workplace well-being. Moreover, perceptions of organizational politics and job anxiety played multiple mediating roles in the relationship between supervisor BLM and employee workplace well-being.Originality/valueDrawing on the conservation of resource (COR) theory and cognitive-affective personality system (CAPS) theory, this study proposes a multiple mediation model to advance our understanding of how supervisor BLM affects employee workplace well-being.

Адаптация методики восприятия организационной политики (POPS) М. Качмар и Д. Карлсон: анализ внутренней структуры

<p style="text-align: justify;"><strong>Objective. </strong>The first stage in adapting the Organizational Policy Perception Scale (POPS) by M. Kacmar and D. Carlson in a Russian-speaking sample: analysis of the internal structure and reliability of the questionnaire. <br><strong>Background.</strong> The political nature of the organization is obvious. There are practically no tools that allow you to assess how “politicized” organization is. We need to measure to what extent people are targets of intrigues and informal influence or of unfair distribution of resources in the organization. Can they express their opinion without negative consequences or get a transparent and fair career path? All these questions is of great importance for both the individual and the organization. The best-known tool for studying the subjective assessment of organizational politics is the Organizational Policy Perception Scale (POPS) by M. Kacmar and D. Carlson. This scale was not adapted to the Russian-speaking sample. <br><strong>Study design.</strong> The study was carried out in the form of a survey of two samples of people using the “Perceptions of Organizational Politics” (POPS) scale by M. Kacmar and D. Carlson, which was translated into Russian. <br><strong>Participants.</strong> The study was conducted on two samples: 407 (52% women) and 575 (100% women) subjects. <br><strong>Measurements.</strong> To process and analyze the data, exploratory and confirmatory factor analyzes, Cronbach's alpha coefficient and correlation analysis, and a criterion for comparing mean values were used in the Rstudio statistic environment. <br><strong>Results.</strong> In the first sample, it was shown that the scale has good indicators of reliability and model data fit. And, as a result of the exploratory analysis, it was suggested that the exclusion of reverse questions from the scale would improve the internal structure of the questionnaire, the model data fit. It was shown in the analysis of second independent sample data. Scale reliability scores were found to be high, 0,91-0,93 (Cronbach's alpha). <br><strong>Conclusions.</strong> As a result of confirmatory factor analysis, we were able to confirm the original three-factor model of the questionnaire. Adaptation of the POPS methodology on a Russian-speaking sample will allow us to study the organizational culture and perception of the organization by the employee in Russian companies.</p>

Antecedents of Staff Attrition

Addressing turnover has consistently remained a pivotal concern across industries. Mitigating turnover can empower organizations to retain their crucial personnel, consequently fostering heightened productivity and potentially bolstered profitability. This study delves into the correlation between employees' perception of organizational politics and the lure of alternative job offers featuring better compensation as drivers of turnover among Bank Alfalah (Karachi) personnel. Employing a cross-sectional approach with deductive reasoning, this study collected responses through survey questionnaires from Bank Alfalah employees. The outcomes unveiled a noteworthy positive association between turnover and both perceived organizational politics and the appeal of higher-paying alternative job opportunities. Additionally, the study unearthed that office politics plays a more robust role in translating turnover intentions into decisions. These findings bear significant implications not only for the banking sector but also for theoretical advancements in research centered around organizational politics and the allure of enhanced compensation through alternative employment avenues.

A balanced treatment of perceived organizational politics: A review of the positive influences

<p><strong>Purpose: </strong>The purpose of this paper is to review literature in the area of perceived organizational politics (POPs) and to present a model that explains the positive role of the phenomenon in the work place. This involves understanding how POPs has evolved from playing a much-publicized destructive role to an emerging constructive one. <strong>Design/methodology/approach:</strong> An integrative review method was used to review articles on POPs published over the last 13 years (2010–2022). The primary sources of information were several databases, such as ISI Web of Science, Google Scholar, and Scopus. Specific search terms were considered to find relevant articles, leading to 7803 articles (3894 hits on Scopus, 1723 hits on Google Scholar and 2186 hits on Web of Science). These studies were further examined for their relevance to this study, and 103 articles were identified. The application of an exclusion criteria funneled them to 66 studies. The articles, employing quantitative, mixed, and qualitative approaches were coded. The themes were subsequently determined. <strong>Findings:</strong> The review notes that the POPs literature emphasis is shifting from a negative and dysfunctional approach to one where positive organizational outcomes are possible. The review concludes that POPs has functional consequences too. The phenomenon could illuminate favorable workplace outcomes if viewed as an enhancer rather than a hindrance. POPs should be viewed as a phenomenon that for all purposes is essentially neutral. It is individuals who label the otherwise neutral construct as negative (negative POPs) or as positive (positive POPs). <strong>Practical implications:</strong> The paper reveals how antecedents help organizational members label politics as positive. Perceived organizational politics is largely a neutral construct until the perceiver decides to label it otherwise. Positive perception of politics is significant in predicting important employee outcomes such as motivation, employee satisfaction, and job performance. Management needs to invest in antecedents and moderators, needed to help employees label the construct as positive rather than negative. <strong>Originality/value</strong>: The study is an original review of the positive POPs literature to identify the significant antecedents, moderators, and work outcomes, vital to organizational success.<strong></strong></p>

If this place is full of it, I’m not a part of it: validating the organizational bullshit perception scale

PurposeThis study investigates the validity of Ferreira et al.’s (2020) Organizational Bullshit Perception Scale by examining its distinctiveness from similar constructs (perceptions of organizational politics, organizational cynicism, procedural justice) and its predictive validity through its relations with important organizational attitudes (organizational identification) and behaviors (counterproductive work behavior and organizational citizenship behavior). This study also examines the moderating effects of honesty–humility on the relations between organizational bullshit perception and the outcomes of counterproductive work behavior, organizational citizenship behavior and organizational identification. Finally, this study examines the incremental validity of organizational bullshit perception in predicting counterproductive work behavior, organizational citizenship behavior and organizational identification above and beyond similar constructs in an exploratory fashion.Design/methodology/approachSurvey data were collected from a sample of working adults online via Amazon’s Mechanical Turk platform across two waves (final N = 323 for wave 1 and 174 for wave 2), one month apart.FindingsThe results indicate that organizational bullshit perception, as measured by Ferreira et al.’s (2020) scale, represents a distinct construct that has statistically significant relations with counterproductive work behavior, organizational citizenship behavior and organizational identification, even after controlling for procedural justice, organizational cynicism and perceptions of organizational politics. The results, however, showed no support for honesty–humility as a moderator.Practical implicationsThese findings suggest that organizations can benefit from assessing and working to alleviate their employees’ perceptions of organizational bullshit. This construct predicts behaviors and attitudes important for organizational functioning.Originality/valueThis study adds to Ferreira et al.’s (2020) original work by demonstrating organizational bullshit perception’s distinctiveness from existing constructs in the literature and its implications for organizations and their employees.

Still waters run deep: differences in employee empowerment between public and private sector firms in India

The different structural contexts of public and private sector firms frame the specific organizational work environment. However, public-private comparative studies have been unable to isolate how these differences influence aspects of organizational work, such as employee empowerment, with similarities and differences among key constructs. We develop a contingency view of employee empowerment, theoretically arguing and empirically demonstrating how authentic leadership with different levels of organizational politics influences employee empowerment in different contextual settings, namely public vs. private sector firms. We present evidence of a three-way interaction. We surveyed 173 senior Indian managers working in public and private sectors to measure their perceptions of empowerment, authentic leadership, and organizational politics. Employing ordinary least-square regression, we tested for simple and complex interactions. We found that authentic leadership had interactive effects on how organizational politics and public-private differences impact empowerment. The differences in the effect of authentic leadership on employee empowerment between public and private firms became more, with an increase in organizational politics.

Organizational politics and employee job performance in the tourism and hospitality industry: workplace stress and counterproductive work behavior

Purpose This study aims to explore how job performance (EJP) is affected by employees’ perception of organizational politics (POP). It also investigates the mediating roles of workplace stress (WS) and counterproductive work behavior (CWB). Design/methodology/approach Data was gathered from employees working in category (A) travel agencies and five-star hotels in Egypt. A partial least squares structural equation modeling analysis was conducted using 468 valid responses. Findings The findings indicate that there is a negative correlation between POP and EJP. Additionally, there is a positive correlation between POP and CWB as well as WS. The results also demonstrate a negative correlation between WS and CWB with EJP. Moreover, the findings suggest that CWB and WS act as partial mediators in the relationship between POP and EJP. Originality/value The research included some ground-breaking investigations. Currently, research on the effects of POP on CWB, WS and EJP is insufficient. As well, the current study attempts to measure the mediating role of CWB and WS in the link between POP and EJP. The current study has filled a gap in the tourism and hospitality literature, human resources management literature and organizational behavior literature by empirically analyzing these links in the context of Egyptian hotels and travel agencies.

Perceived organizational politics: Implications for nurses’ stress and job satisfaction

BackgroundPerceived organizational politics is a common phenomenon in almost every organization and is associated with undesirable employee outcomes. Despite numerous studies on this important topic, studies describing the influence of perceived organizational politics on nurses' outcomes (job satisfaction and stress) remain underinvestigated. This study examined the impact of perceived organizational politics on job satisfaction and job stress among nurses. MethodsA quantitative cross-sectional design was used in this study. Two hundred and thirteen (213) nurses participated. Three standardized instruments were utilized: Perception of Organizational Politics, Job Satisfaction Scale, and Job Stress Scale. Data were analyzed using descriptive statistics, Pearson correlation, and multiple regression analyses. FindingsNurses perceived a high level of organizational politics. We identified a significant correlation between perceived organizational politics, job stress, and job satisfaction in nursing. The results showed nurses' perception of organizational politics had a positive relationship with job stress and a negative relationship with job satisfaction. Managerial implicationHospital management should reconsider the organizational, group, and individual situations that create perceived organizational politics to prevent any unnecessary political behaviors in the hospital. Also, strategies to enhance nursing management and healthcare provision should be directed at reducing the use of politics to promote self-interest. Originality/valueOur study provides a novel insight into the unexplored nature and impact of perceived organizational politics on nurses' job satisfaction and stress in Ghana. It is the first research to investigate organizational politics using nursing population in the Ghanaian context and makes significant contributions to theory and practice.

How do leaders’ political influence tactics affect dissent, cynicism and negligence? A research into medical representatives in Turkey

The primary objective of this study was to investigate the influence of leaders' deployment of Political Influence Tactics (PIT) on the manifestation of articulated/upward dissent and negligent behavior among employees, with a specific focus on the mediating role of employee cynicism (EC). The study was theoretically grounded in both Psychological Contract Theory and Independent-Mindedness Theory. Data for this investigation were collected through surveys from a sample of 308 medical representatives in Turkey. The collected data underwent rigorous analysis employing the Partial Least Squares Based Structural Equation Modeling (PLS-SEM) method with the assistance of the SMART PLS 3.3.3 software. The findings of this study revealed that EC serves as a partial mediator in the relationship between pressure and ingratiation tactics and employee negligence. Notably, existing research within the realm of organizational politics often centers on Perceptions of Organizational Politics (POP), which encapsulates the subjective aspect of perceiving politics within an organization. In contrast, there has been relatively limited exploration into PIT, which adopts an objective standpoint. Furthermore, this study represents a pioneering effort as it identified a gap in the existing literature where no prior research has directly assessed the linkages between PIT and other key variables within the proposed model, namely cynicism, negligence, and articulated/upward dissent. Consequently, this study is poised to contribute significantly to the organizational politics and organizational behavior literature by addressing this notable gap.

The impact of organizational politics on work engagement-the mediating role of the doctrine of the mean.

Events Theory posits that the perception of organizational politics affects job attitudes. The purpose of this study was to answer the question: does organizational politics have a similar impact on Chinese individuals who adhere to the doctrine of the mean? We collected survey data from 3,059 library personnel in 36 Chinese university libraries and conducted analysis using the Analytic Hierarchy Process. The results showed that the perception of organizational politics reduces employee work engagement. However, this impact exhibits heterogeneity. For newly recruited employees and employees aged 50 and above who are nearing retirement, the impact of organizational politics on work engagement is relatively small. Conversely, for employees aged 30-50, organizational politics has a significant negative impact. Furthermore, the doctrine of the mean moderates the impact of organizational politics on work engagement, mitigating its negative effects. The conclusions offer new insights into enhancing employee work motivation. The library should take more measures to safeguard employee rights to enhance work motivation.

Perceived organizational politics and undesirable work attitudes: do hostility and emotional intelligence matter?

PurposeThe purpose of this study is to answer the following research questions. Does hostility shape the undesirable attitudinal consequences of perceived organizational politics (POP)? If so, does emotional intelligence play a role in this context? To answer these questions, the author relies on the affective events theory to present and empirically investigate a moderated mediation model in which: hostility mediates the relationships between POP and both job tension and turnover intentions; and emotional intelligence moderates these relationships.Design/methodology/approachThe moderated mediation model was tested among a sample of 408 employees. The data was collected in three waves.FindingsThe results revealed that hostility mediated the relationships between POP and the two undesirable attitudes explored. In addition, one of the emotional abilities included in emotional intelligence, namely, self-emotion appraisal, moderated these relationships.Practical implicationsInterventions designed to increase the emotional intelligence level of employees might reduce the hostility they experience in response to POP, and consequently, its harmful implications.Originality/valueAmong the four emotional abilities included in emotional intelligence, only self-emotional appraisal moderates the relationship between POP and hostility. Such findings imply that in some cases, a thorough understanding about one’s emotions is more effective in regulating the hostility experienced in response to organizational politics than other emotional abilities that seem more relevant in this context.

THE RELATIONSHIPS BETWEEN PERCEPTIONS OF ORGANIZATIONAL POLITICS AND POLITICAL BEHAVIOUR IN NURSES

The aim of this study is to examine the relationships between organizational policy perception and political behaviors in nurses. This descriptive and correlational study was conducted with 270 nurses in two training and research hospitals in Istanbul. Data were collected using the Introductory Information Form, the Organizational Policy Perception Scale, and the Political Tactics Scale. Descriptive statistics and Pearson correlation test were used to evaluate the data. 75.2% of the nurses were women, 57.4% were between the ages of 20-32, 58.1% were married, 43.3% were undergraduates. It was found that the nurses' perception of organizational policy was the highest in the dimension of doing what is necessary to rise, the hospital organizations where the study was conducted were politicized at a normal level and the highest average belonged to the dimension of influence (impression) management. In addition, it was found that there are reciprocal and significant relationships between nurses' political perceptions and political behaviors exhibited in terms of various dimensions. In order for the political aspect of the organizations to produce positive results, it is recommended to increase the practices aimed at meeting the thoughts and expectations of the employees.

The personal initiative paradox: why benevolent political will decreases career growth prospects in a political environment?

PurposeThis study addresses a central research question: Does employees' personal initiative, with a benevolent political will, lead to career growth prospects in a work environment replete with perceived organizational politics? Drawing upon self-determination, signalling, and social cognitive theories, the authors examine how perceptions of organizational politics operate to limit the influence of benevolent political will – induced personal initiative on career growth prospects.Design/methodology/approachThis research adopts a quantitative research design. This multi-wave, multi-sample and multi-source investigation includes 730 subordinate-supervisor dyads from India's information technology, education and manufacturing companies. The sample comprises 236 full-time faculty members from higher educational institutions and 496 mid-level managers from technical and service departments of information technology and manufacturing companies.FindingsThe results indicate that benevolent political will is significantly related to career growth prospects. In addition, perceptions of organizational politics shows a crossover interaction effect. The findings reveal that the indirect relationship between benevolent political will and career growth prospects changed significantly from those with a low perception of organizational politics to significantly negative among those perceiving organizational politics as high.Practical implicationsThis study provides several implications for practice regarding personal initiative, benevolent political will and perceptions of organizational politics.Originality/valueThe significant contributions of this study are to provide new insights into the relationship between benevolent political will and career growth prospects and to unravel the paradoxical nature of the personal initiative phenomenon.

Perceptions of politics and organizational justice on bank employees

This study aims to investigate the organizational politics perception of bank employees and its impact on organizational justice perception and performance. A comparative descriptive qualitative analysis method was used to analyze data obtained from literature review and field research. Purposive sampling technique was employed to determine 5 informants, with key informants being managers in a bank in Surabaya. The results showed that organizational politics in the bank is relatively high and has a negative impact on employees' organizational justice perception. The contribution of this research lies in providing a deeper understanding of organizational politics in the banking industry and offering guidance for management to enhance efficiency and the quality of the work environment.

When identity is sanctity: servant leadership guarding against moral disengagement through building strong moral identity in the presence of organizational politics

PurposeThe study was conducted to understand how the moral identity of employees mediates the relationship between servant leadership and the moral disengagement of employees. Additionally, the study explores whether servant leadership's ability to build the moral identity of employees is contingent upon employees' perception of organizational politics.Design/methodology/approachThe data were collected from 500 service sector-employed knowledge workers. Data analysis was done through structural equation modeling.FindingsThe study found servant leadership to be related to the moral identity of employees. Additionally, moral identity and moral disengagement were found to be negatively related. Moral identity was found to mediate the relationship between servant leadership and moral disengagement. Finally, the study found that the relationship between servant leadership and employees' moral identity was contingent upon their perception of organizational politics.Originality/valueThe study explored the previously unexplored mediating role of moral identity linking servant leadership to the moral disengagement of employees. The study also explained how the relationship between servant leadership and the moral identity of employees was contingent upon employees' perception of organizational politics.

Impact Of Ethical Leadership on Work Engagement Via Perceived Organizational Politics; Moderating Role of Locus of Control

Around 88 percent of the managers across the globe reported that politics, an endemic phenomenon exists in their organizations and around 87 percent employees are not completely engaged at work. Considering these emergent issues, the purpose of this paper is to examine the effect of ethical leadership on work engagement through perceived organizational politics, while considering locus of control as moderator in the association between perceived organizational politics and work engagement. This paper utilized a cross-sectional survey research design from 500 supervisor-supervisee dyads in both private and public service sectors of Lahore. Confirmatory factor analysis validated the dimensionality as well as reliability of the measurement model. Furthermore, the hypothesized associations were analyzed through two-staged structural equation modeling. Results revealed that perceived organizational politics mediates the association between ethical leadership and work engagement. In addition, locus of control was found to moderate the association between perceived organizational politics and work engagement. This paper did not establish any causal inferences between the constructs, therefore explanation pertinent to findings must be provided with great caution. This paper suggests practical inferences through mitigation of damaging effects of perceived organizational politics, a prevailing issue with deleterious outcomes and yet not addressed in Asian societies organizations. It emphasizes on organizations to recruit and train individuals with ethical behaviors that may help avoid employees’ negative perceptions, resulting in increased employees’ work engagement. This study extends the existent literature through examining perceived organizational politics (POP) as a mediating mechanism between ethical leadership and work engagement. It sheds light on the personality, politics as a psychological state with its outcomes, along with the cultural dimension for the first time in literature and explains the phenomena through which negative effects of (POP) are buffered by ethical leadership while in presence of individual differences that ameliorate or deteriorate the organizational outcomes. The theoretical framework is progressed through social learning theory and COR theory.

Association between Perceived Organizational Polities and Work-Related Attitudes among Bankers Moderating Role of Personality Traits

Organizational politics is evident across the globe within organizations. This emergent issue needs further investigation with reference to employee personality. The intention of the current study was to better understand how employees respond to organizational politics. The primary goal of the current research was to examine the moderating role of personality factors on bankers' perceptions of organizational politics and attitudes toward their jobs (i.e. job satisfaction and organizational commitment). The data were gathered from 150 employees working in various banks in Multan, using self-reported questionnaires to find their organizational political perceptions, job satisfaction surveys, organizational commitment, and personality tests. Hierarchical regression analyses were used to analyze the model. The personality factor that moderated the link between perceived organisational politics and work-related attitudes was openness to experience. Extroversion and organizational politics had a negative correlation. The outcome of the study depicted a significant link between job satisfaction and organizational politics. The study’s findings add to our understanding of the significance of personality traits concerning how workers view organizational commitment, organizational politics, and their level of job satisfaction.

The Effect of Millennials’ Meaning of Work on Organizational Commitment and Turnover Intention: Moderating Effect of Perceptions of Organizational Politics

The Effect of Millennials’ Meaning of Work on Organizational Commitment and Turnover Intention: Moderating Effect of Perceptions of Organizational Politics

MEDIATING ROLE OF ORGANIZATIONAL BELONGING IN THE EFFECT OF DARK TRIAD PERSONALITY FEATURES ON CAREER PLANNING AND ORGANIZATIONAL POLITICS

It has been estimated that narcissism, machiavellism and psychopathy, named as the dark triad personality traits, will have a strong effect upon career planning of the employees, their sense of belonging to the organization and their perceptions of organizational politics in accordance with the findings in the literature. In this respect, the present study mainly aims to determine the mediating role of organizational belonging in the effect of employees' dark triad personality traits upon their perceptions of organizational politics and career plans. The participants of the study consist of 402 academicians who work in different fields and possessing different titles at Kafkas University. The data which were obtained from the scale consisting of five sections and 79 questions were analyzed through different statistical programs. The results of the study indicated that the dark triad personality traits of the academicians were effective upon their career planning and perceived organizational politics and organizational belonging had a significant mediating effect upon all three variables.

An Empirical Study of Social Loafing Behavior among Public Officers in South Korea: The Role of Trust in a Supervisor, Perceived Organizational Support, and Perceived Organizational Politics.

This study explored the effects of trust in a supervisor (TIS) on social loafing behaviors of employees. In addition, this study examined the mediating effect of perceived organizational support (POS) on the relationship between trust in a supervisor and employees' social loafing behaviors. It also examined the moderating effects of perceived organizational politics (POP) on the relationship between TIS and POS, TIS and social loafing behaviors, and POS and social loafing behaviors. Data were collected from local government employees in Korea, and the final sample was 260. Our results indicate that trust in a supervisor has indirect negative effects on social loafing behaviors mediated by POS. In addition, it was found that the effects of TIS on POS and POS on social loafing behaviors were moderated by POP. The results of this study contribute to the extant literature on social loafing behaviors. Moreover, the findings imply that political behaviors in organizations might induce social loafing behaviors.