Supplemental Material for Is Political Behavior a Viable Coping Strategy to Perceived Organizational Politics? Unveiling the Underlying Resource Dynamics

2017 ◽  
Keyword(s):  
Coping Strategy ◽  
Political Behavior ◽  
Organizational Politics ◽  
Resource Dynamics

scholarly journals Relationship between Organizational Politics and Organizational Commitment

Webology ◽  
2021 ◽  
Vol 18 (Special Issue 04) ◽  
pp. 278-287
Author(s):  
Adams Bello ◽  
Shadrach Omofowa ◽  
Chijioke Nwachukwu ◽  
Anh Viet Ho Nguyen
Keyword(s):  
Regression Analysis ◽  
Organizational Commitment ◽  
Survey Research ◽  
Political Behavior ◽  
Research Method ◽  
Positive Relationship ◽  
Organizational Politics ◽  
Promotion Policies ◽  
The Relationship

The relationship between organizational politics and organizational commitment is examined in this study examines A survey research method was adopted. 245 staff were randomly selected for the study. Regression analysis was employed for testing the hypotheses formulated. The results indicate that “Go along to get ahead” has a positive relationship with organizational commitment. Pay and promotion policies influence organizational commitment and General political behavior” positively influence organizational commitment. The study concludes that firms should pay attention to organizational politics because it promotes commitment among workers.

Perceptions of Organizational Politics Research: Past, Present, and Future

2020 ◽  
Vol 46 (6) ◽  
pp. 879-907 ◽  
Author(s):  
Wayne A. Hochwarter ◽  
Christopher C. Rosen ◽  
Samantha L. Jordan ◽  
Gerald R. Ferris ◽  
Aqsa Ejaz ◽  
...  
Keyword(s):  
Systems Theory ◽  
Political Behavior ◽  
Organizational Politics ◽  
Future Research ◽  
Work Settings ◽  
The Past ◽  
Perceptions Of Organizational Politics ◽  
Contemporary Work ◽  
Number Of Publications ◽  
Insight Into

Research examining the influence of perceptions of organizational politics (POPs) is currently at a nexus—capable of recognizing its previous contributions but also with an eye toward the future. Scholars credit much of the maturation over the past 30 years to Ferris, Russ, and Fandt’s seminal model. Despite the ever-increasing number of publications attributed to this topic, and model, opportunities to bridge and expand the current research base remain plentiful. We begin this review by differentiating POPs from political behavior and constructs considered overlapping conceptually. We then describe the evolution of two models responsible for guiding POPs research and conclude our review by summarizing meta-analytic studies investigating antecedents and outcomes of POPs. Doing so allows us to identify gaps currently impeding development and to recommend relevant approaches to extend research. Following this review, we introduce event systems theory as a guiding framework for integrating and expanding the knowledge base. This structure allows scholars to recast POPs as a discrete phenomenon capable of being evaluated in terms of its novelty, disruption, and criticality. Theoretically, this approach allows for greater precision in identifying causes and consequences of POPs, and it provides insight into how such perceptions emerge and evolve. Last, we discuss future research opportunities intended to improve understanding of this pervasive phenomenon, and we encourage much-needed future research examining the dynamics of POPs in contemporary work settings.

scholarly journals Perception of Organizational Politics and its Impact on Job Performance

The Batuk ◽  
2021 ◽  
Vol 7 (1) ◽  
pp. 38-48
Author(s):  
Prakash Shrestha
Keyword(s):  
Job Performance ◽  
Research Design ◽  
Political Behavior ◽  
Negative Impact ◽  
Organizational Politics ◽  
Civil Servants ◽  
Service Employees ◽  
Promotion Policies ◽  
Multi Stage ◽  
Perception Of Organizational Politics

This paper aims to examine the understanding of organizational politics and its impact on the job performance of Nepal's civil service employees. The research design adopted in this study consists of a descriptive and causal-comparative research design. Based on a multi-stage random sampling, 250 civil servants in five ministries of the Nepal Government were selected as sample. The response rate was 76.40 percent. The findings of this research indicate that strong organizational politics exist at government offices. Mainly, over politics exist in the case of pay and promotion policies. Likewise, going along to get ahead and general political behavior are also common at these offices. The job performance level, however, was found at an average level. The inferential results indicate that there is a significant negative impact of organizational politics (in terms of going along to get ahead, pay and promotion policies, and general political behavior) on the job performance of employees. Therefore, leaders and administrators of ministries and other government offices need to keep an eye open in such realities and try to reduce unnecessary politics at workplaces so that the civil servants can focus on delivering effective services to the general public.

The Influence of Organizational Politics on Performance Appraisal

2009 ◽  
Author(s):  
Gary P. Latham ◽  
Silvia Dello Russo
Keyword(s):  
Adverse Effects ◽  
Organizational Behavior ◽  
Performance Appraisal ◽  
Interpersonal Relationships ◽  
Political Behavior ◽  
Research Agenda ◽  
Organizational Politics ◽  
Systematic Research ◽  
Self Interest ◽  
The Relationship

Political behaviors in organizations consist of self-serving actions taken by an individual or group. They are directed toward the goal of furthering one's own self-interest without regard for the wellbeing of others in the organization. Such actions are informal and, as part of an organization's culture, regulate interpersonal relationships. The fact that the politics inherent in organizational behavior affect an employee's appraisal was noted more than a quarter of a century ago by behavioral scientists. Nevertheless, there is a paucity of systematic research on this subject. Thus, the purpose of this article is fourfold. First, the phenomenon of organizational politics is described. Second, studies on the relationship between political behavior and appraising employees are reviewed. Third, steps to minimizing its adverse effects on the appraisal of employees are outlined. Finally, a research agenda is suggested.

Political behavior, trustworthiness, job satisfaction, and commitment

2014 ◽  
Vol 8 (3) ◽  
pp. 354-374 ◽  
Author(s):  
Bradley Olson ◽  
Yongjian Bao ◽  
Satyanarayana Parayitam
Keyword(s):  
Job Satisfaction ◽  
Political Behavior ◽  
Design Methodology ◽  
Affective Commitment ◽  
Organizational Politics ◽  
Organizational Outcomes ◽  
Hierarchical Regression ◽  
Negative Effects ◽  
Content Type ◽  
Perception Of Organizational Politics

Purpose – The purpose of this paper is to examine the effects trustworthiness can have on the perception of organizational politics and organizational outcomes. Most studies on organizational politics examine the negative effects of organizational politics on organizational outcomes such as organizational commitment. This study focuses on moderators that can decrease these negative effects. Design/methodology/approach – The organization landscape consists of Chinese organizations, with a total of 249 employees who were surveyed in 2009. Multiple and moderated hierarchical regression were used in the analyses. Findings – The results show that trustworthiness moderates the negative effects of organizational politics on job satisfaction, affective commitment and normative commitment. These findings support the importance of combating the negative effects that are in most, if not all, organizations. Originality/value – This study uses as its sample an Asian culture that has been under-represented in organizational politics studies, as the majority of these studies are conducted in North America. Yet, organizational politics likely occurs in organizations worldwide.

Organizational political climate and employee engagement in political behavior in public sector organizations

2018 ◽  
Vol 26 (4) ◽  
pp. 773-795 ◽  
Author(s):  
Aviv Kidron ◽  
Hedva Vinarski Peretz
Keyword(s):  
Mixed Methods ◽  
Employee Engagement ◽  
Political Behavior ◽  
Affective Commitment ◽  
Subjective Experience ◽  
Organizational Politics ◽  
Political Climate ◽  
Mixed Methods Design ◽  
Content Type ◽  
Government Organizations

Purpose This paper aims to understand how the organizational political climate as a contextual antecedent contributes to individual engagement in political behavior; and the moderating role of organizational commitment and trust in local government organizations. Design/methodology/approach A mixed methods integration and an explanatory-sequential mixed methods design were used. Data were collected from 217 managers and employees, and 16 interviews were conducted. Data were collected in sequence, and the quantitative results were explained by the qualitative data. Findings The results suggest that political climate is related to political behavior and that both trust and affective commitment are negatively related to political climate. Trust moderated between political climate and political behavior. However, affective commitment moderated by the political climate and political behavior only for women. The qualitative results suggest that men perceive organizational politics as having more positive outcomes than women. Practical implications Human resource practitioners and managers can use this model to gain insights into their organizational political climate and to implement practices that will foster a climate that is functional and positive and which will cultivate a positive subjective experience in the workplace for their employees. Originality/value The mixed methods design for studying the contextual-organizational antecedent (perception of political climate) for politicking and individual engagement in political behavior may serve to expand the theory of organizational politics.

The political iceberg: the hidden side of leaders’ political behaviour

2018 ◽  
Vol 39 (8) ◽  
pp. 1010-1023
Author(s):  
Aviv Kidron ◽  
Hedva Vinarski-Peretz
Keyword(s):  
Public Sector ◽  
Political Behavior ◽  
Data Gathering ◽  
Organizational Politics ◽  
Structured Interview ◽  
The Political ◽  
Content Type ◽  
Public Sector Organizations ◽  
High Level ◽  
Personal Interests

Purpose The purpose of this paper is to implement the concept of the “political iceberg” and to investigate its hidden or submerged part comprised of motives and latent triggers lying behind leaders’ political behavior, and which remains almost unexplored. Specifically, drawing on the abundant literature at the intersection of leadership and organizational politics, the authors examine – what drives leaders to engage in political behavior? Design/methodology/approach Public sector organizations are characterized by a high level of organizational politics and are therefore suitable for this research. A semi-structured interview formed the main data-gathering instrument. The authors conducted interviews with 14 leaders across public sector organizations. The findings are based on a qualitative analysis of the interviews. Findings Two key themes were analyzed: leaders’ motives to engage in political behavior to achieve corporate interests; leaders’ motives to engage in political behave or for personal interests. On the one hand, motives for political behavior are directed toward the general good, such as accomplishing organizational goals, attaining resources and managing change. On the other hand, motives to engage in political behavior may focus inter alia on such, personal interests as one’s career in the organization, gaining an advantage or other self-interests. Originality/value To date, research has focused primarily on the visible tip of the political iceberg. This study is part of a new stream of qualitative studies of political behavior. To gain a complete picture of organizational life, this study focuses on the hidden side of the political iceberg and has revealed the motives for political behavior.

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