Perceptions of organizational politics: A restricted nonlinearity perspective of its effects on job satisfaction and performance

With a diverse sample (N = 231 paired responses) of employees from various organizations in Pakistan, the authors tested for the main effects of perceived organizational politics and psychological capital on turnover intentions, job satisfaction, and supervisor-rated job performance. They also examined the moderating influence of psychological capital in the politics–outcomes relationships. Results provided good support for the proposed hypotheses. While perceived organizational politics was associated with all outcomes, psychological capital had a significant relationship with job satisfaction and supervisor-rated performance only. As hypothesized, the negative relationship of perceived organizational politics with job satisfaction and supervisor-rated performance was weaker when psychological capital was high. However, the result for turnover intentions was counter to expectations where the politics–turnover intention relationship was stronger when psychological capital was high.

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Surface acting as a mediator between personality and attitudes

Journal of Managerial Psychology ◽

10.1108/jmp-11-2015-0414 ◽

2016 ◽

Vol 31 (8) ◽

pp. 1265-1279 ◽

Cited By ~ 4

Author(s):

Martha C. Andrews ◽

K. Michele Kacmar ◽

Matthew Valle

Keyword(s):

Job Satisfaction ◽

Turnover Intentions ◽

Organizational Politics ◽

Proactive Personality ◽

Mediating Effect ◽

Equation Modeling ◽

Surface Acting ◽

Intent To Turnover ◽

Content Type ◽

Perceptions Of Organizational Politics

Purpose The purpose of this paper is to explore surface acting as a mediator in the relationships between perceptions of organizational politics and personality, with stress, turnover intentions, and job satisfaction. Design/methodology/approach Data were obtained via survey from 276 working adults, and responses were subjected to structural equation modeling to confirm the measurement model and test hypotheses. Findings Surface acting was found to mediate the relationships between perceptions of organizational politics and intent to turnover and satisfaction, and between proactive personality and intent to turnover and satisfaction. No mediating effect for surface acting was found between agreeableness and the outcomes. Practical implications Individual differences and situational contingencies do affect surface acting in the workplace, and individual work-related outcomes. Managers need to be aware of personality characteristics and situational contexts that impact surface acting in organizations to help understand the effects of potential divergent attitudes and behaviors on employee outcomes. Originality/value Previous research examining surface acting assessed behavior in light of employee-customer interactions. This research extends the study of surface acting by examining the mediating role of surface acting among new predictors including organizational politics, proactive personality, and agreeableness with stress, turnover intentions, and job satisfaction.

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