Analysis of the Moderating Effect of Organizational Justice on the Relationship between Organizational Politics and In-Role Performance

2010 ◽  
Author(s):  
Songbo Liu ◽  
Gonghai Chen
Keyword(s):  
Organizational Justice ◽  
Organizational Politics ◽  
Moderating Effect ◽  
Role Performance ◽  
The Relationship

scholarly journals The impact of Perception Of Organizational Politics on Organizational Citizenship Behavior

2012 ◽  
Vol 25 (2) ◽  
pp. 397-420
Author(s):  
HyunSung Kim ◽  
SeaYoung Park
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Politics ◽  
Moderating Effect ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Future Research ◽  
Perception Of Organizational Politics ◽  
The Impact ◽  
The Relationship

The purpose of this study was to investigate the relationship between POPs, OJ, OCB, BJW and LPS. Also, this study examined the mediating effect of OJ on the relationship between POPs and OCB. And this study examined the moderating effect of BJW on the relationship between POPs and OJ and the moderating effect of LPS on the relationship between OJ and OCB. Data were collected from 283 employees from a number of companies. The result of this study showed that the relationship between POPs and OJ is significantly negative and the relationship between OJ and OCB is significantly positive. Also, OJ fully mediated the relationship between POP and OCB. And BJW didn't moderated the relationship between POPs and OJ. And LPS moderated the relationship between OJ and OCB. Finally, based on the results, the implication of this study and the direction for future research were discussed.

Internal Politics in Public Administration Systems

2000 ◽  
Vol 29 (2) ◽  
pp. 185-210 ◽  
Author(s):  
Eran Vigoda
Keyword(s):  
Public Administration ◽  
Organizational Citizenship Behavior ◽  
Employee Performance ◽  
Organizational Politics ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Role Performance ◽  
Perceptions Of Organizational Politics ◽  
Direct Model ◽  
The Relationship

Politics is one of the most common yet least studied phenomena in organizations. This study examines employees' perceptions of organizational politics in the public sector and suggests that it mediates the relationship between job congruence (e.g., person-organization fit and level of met-expectations) and employee performance (e.g., organizational citizenship behavior [OCB] and in-role performance). A survey was conducted among 303 individuals in public personnel from two local municipalities in the north of Israel (first survey). Supervisors completed an assessment of employees' OCB and in-role performance six months later (second survey). Path analysis using LISREL VIII was implemented to evaluate two alternative models, direct and indirect. Findings of the study show that the indirect model fits the data better than the direct model, and therefore supports a mediating effect of perceptions of organizational politics scale (POPS) on the relationship between job congruence and employee performance. Structural coefficients among the research variables promote the theory on the affect of job congruence and POPS on OCB and in-role behavior. The findings contribute both to the understanding of antecedents of POPS as well as to the exploration of some of its consequences. The paper concludes with several implications and suggestions for further inquiry into politics in public administration systems.

EXPRESS: When Can Display of Authenticity at Work Facilitate Coworker Interactions? The Moderating Effect of Perception of Organizational Politics

2021 ◽  
pp. 001872672110318
Author(s):  
Yipeng Tang ◽  
Erica Xu ◽  
Xu Huang ◽  
Xiaoping Pu
Keyword(s):  
Organizational Politics ◽  
Round Robin ◽  
Moderating Effect ◽  
Social Penetration Theory ◽  
Social Circle ◽  
Social Penetration ◽  
Level Model ◽  
Perception Of Organizational Politics ◽  
Indirect Relationship ◽  
The Relationship

Authenticity has long been held as a virtue. However, is it beneficial for employees to be true to themselves in coworker interactions? Drawing on social penetration theory, we argue that a focal employee’s exhibited authenticity at work helps the employee penetrate the interpersonal boundaries of an interacting coworker and as a result, the employee is more likely to be included in this coworker’s social circles and receive help from the coworker. Accordingly, we propose a dyadic-level model and test this model in two survey studies using a round-robin design. The results of both studies consistently demonstrated that the focal employee’s exhibited authenticity is positively related to help received from the coworker via inclusion in the coworker’s social circle. Further, this positive indirect relationship is moderated by the coworker’s perception of organizational politics, such that the relationship is weaker when the coworker’s perception of organizational politics is high. These findings help advance the understanding of when and how employees can gain relational benefits from displaying authenticity at work.

scholarly journals THE IMPACT OF HIGH-PERFORMANCE WORK SYSTEMS ON EMPLOYEE ENGAGEMENT: THE MODERATING ROLE OF ORGANIZATIONAL JUSTICE

2020 ◽  
Vol 10 (4) ◽  
pp. 5-22
Author(s):  
Emmanuel Oppong Peprah ◽  
Keyword(s):  
Organizational Justice ◽  
Employee Engagement ◽  
High Performance ◽  
Moderating Effect ◽  
Professional Service ◽  
Service Firms ◽  
Work Systems ◽  
High Performance Work Systems ◽  
The Impact ◽  
The Relationship

Purpose – This paper investigates the impact that High-Performance Work Systems (HPWS) have on Employee Engagement and the moderating effect of Organizational Justice on this relationship. Research methodology – By the usage of a quantitative research method, data gathered from 251 employees of Professional Service firms are analysed with SPSS. Findings – This study found that there is a positive relationship between HPWS and Employee Engagement. It also found that Organizational Justice moderates the relationship between the two. Research limitations – Data was only gathered at the employee level making the interpretation of HPWS to be how employees perceive it. Hence a further study at the firm level as well as cross-sectional analyses will be needed in the future. Practical implications – Management of firms should avoid a ‘one-size-fits-all’ approach in the administration of HR policies and should rather encourage tailor-made treatment for individual employees of the firm. Unfairness is encouraged if the firm is after employee engagement. Originality/Value – This study is one of the first to investigate the moderating effect of organizational justice on the relationship between HPWS and employee engagement and the first to advice firm managers to be unfair in their dealings with individual employees

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