scholarly journals Organizational justice mitigates adverse effects of perceived organizational politics on employee’s turnover intentions at workplace

2017 ◽  
Vol 4 (1) ◽  
pp. 6-11 ◽  
Author(s):  
Muhammad Shafiq ◽  
Noor Ullah Khan ◽  
Mansoor Bhatti ◽  
Faisal Khan
Keyword(s):  
Sample Size ◽  
Organizational Justice ◽  
Research Study ◽  
Turnover Intentions ◽  
Organizational Politics ◽  
Critical Issue ◽  
Human Resource Managers ◽  
Negative Outcomes ◽  
Negative Effects ◽  
Hr Managers

The objective of the present study was to investigate the relationship between organizational justice (procedural, interpersonal & distributive) perceived organizational politic and turnover intentions of employees at a workplace. Furthermore the research study exposed that organizational justice mitigates negative effects of perceived organizational politics can and turnover intentions of employees. Sample size of 100 was selected via random probability sampling out of 320 employees from main head office and all branches of bank of Khyber Peshawar KPK Pakistan. The conclusion drawn from the research study that organizational justice (procedural, interpersonal & distributive) has significantly related with perceived organizational politics and turnover intentions of employees at workplace.  So managing organizational politics is a very sensitive and critical issue, therefore the study will facilitate human resource managers to cope up with organizational politics and their negative outcomes. To manage the negative outcomes of organizational politics the HR managers should realize the   sensitivity of political environment inside organization. The future studies may include all dimensions of justice and other job outcomes with a bigger sample size in order to increase the generalizability of results.

Perceived organizational politics, emotional intelligence and work outcomes

2014 ◽  
Vol 43 (1) ◽  
pp. 116-135 ◽  
Author(s):  
Galit Meisler ◽  
Eran Vigoda-Gadot
Keyword(s):  
Emotional Intelligence ◽  
Turnover Intentions ◽  
Organizational Politics ◽  
Work Attitudes ◽  
Mediation Effect ◽  
Work Outcomes ◽  
Human Resource Managers ◽  
Content Type ◽  
Emotional Intelligence Training ◽  
The Relationship

Purpose – This study aims to examine the relationship between perceived organizational politics and emotional intelligence, and their interplay in the context of work attitudes/behaviors. Design/methodology/approach – A sample of 368 employees was used to test a mediation effect of perceived organizational politics on the relationship between emotional intelligence on the one hand, and job satisfaction, turnover intentions and negligent behavior on the other. Findings – Perceived organizational politics was found to mediate the relationship between emotional intelligence and all three outcomes. Practical implications – Emotional intelligence training may be a powerful tool that organizations and human resource managers can employ to reduce perceived organizational politics and enhance work attitudes and performance. Originality/value – This research broadens the scope through which the intersection between emotion and organizational politics can be viewed, taking it beyond the role of both felt emotion and affective disposition. The findings show that emotional intelligence directly affects perceptions of politics, and indirectly affects employees' work attitudes and behaviors, through a mediation effect of perceived politics.

scholarly journals The influence of employees’ perceptions of organizational politics on turnover intentions in Zimbabwe’s SME sector

2013 ◽  
Vol 44 (2) ◽  
pp. 57-66 ◽  
Author(s):  
R. Chinomona ◽  
E. Chinomona
Keyword(s):  
Turnover Intentions ◽  
Small And Medium Enterprises ◽  
Organizational Politics ◽  
Future Research ◽  
Negative Effects ◽  
Perceptions Of Organizational Politics ◽  
Managerial Implications ◽  
Future Research Directions ◽  
Using Data ◽  
Medium Enterprises

Despite increasing awareness of the importance of managing the negative effects of organizational politics at the workplace, research on consequences relating to employees’ perceptions of the same in small and medium enterprises (SMEs) in Africa has received little attention. Therefore, using data from 250 SMEs in Zimbabwe, this study examines the effects of employees’ perceptions of organizational politics on turnover intentions and the mediating influence of employees’ perceptions of equity and organizational commitment. All the posited six hypotheses were supported by the sample data. Managerial implications of the findings are discussed and limitations and future research directions are indicated.

Feeling Like a Burden

2020 ◽  
Vol 51 (4) ◽  
pp. 219-238
Author(s):  
James H. Wirth ◽  
Ashley Batts Allen ◽  
Emily M. Zitek
Keyword(s):  
Negative Affect ◽  
Poor Performance ◽  
Self Esteem ◽  
Social Consequences ◽  
Social Costs ◽  
Negative Outcomes ◽  
Negative Effects ◽  
Self Compassion

Abstract. We examined the negative outcomes, particularly social costs that result when a person harms their group by performing poorly, and whether self-compassion could buffer against these negative outcomes. In Studies 1 and 2, participants performed poorly and harmed their group or performed equal to their group. Harmful poor-performing participants felt more burdensome, experienced more negative affect, felt more ostracized, anticipated more exclusion, and felt lowered self-esteem than equal-performing participants. Studies 3 and 4 disentangled poor performance from harming a group. Poor-performing participants either harmed the group or caused no harm. Harmful poor-performing participants felt more burdensome and anticipated more exclusion, indicating the additional social consequences of a harmful poor performance over a non-harmful performance. Across studies, trait self-compassion was associated with reduced negative effects.

ANTECEDENTS AND CONSEQUENCES OF ORGANIZATIONAL JUSTICE

2016 ◽  
Vol 12 (02) ◽  
Author(s):  
Reeta Yadav
Keyword(s):  
Job Satisfaction ◽  
Organizational Justice ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Turnover Intentions ◽  
Research Work ◽  
Citizenship Behavior ◽  
Future Research ◽  
Antecedents And Consequences ◽  
And Performance

Employee’s perception regarding fairness in the organization is termed as organizational justice. The objective of this paper is to study the antecedents and consequences of organizational justice on the basis of earlier relevant studies from the period ranging from 1964 to 2015. Previous research identified employee participation, communication, justice climate as the antecedents and trust, job satisfaction, commitment, turnover intentions, organizational citizenship behavior and performance as the consequences of organizational justice. Finding reveals the gaps existing in the literature and gives suggestions for future research work.

scholarly journals HR Managers’ Emotions in Strategic Decision-Making Events: Evidence from Croatia

2021 ◽  
Vol 13 (2) ◽  
pp. 845
Author(s):  
Marli Gonan Božac ◽  
Katarina Kostelić
Keyword(s):  
Decision Making ◽  
Problem Solving ◽  
Strategic Planning ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Personal Perspective ◽  
Human Resource Managers ◽  
Organizational Perspective ◽  
Hr Managers ◽  
Experienced Emotion

The inclusion of emotions in the strategic decision-making research is long overdue. This paper deals with the emotions that human resource managers experience when they participate in a strategic problem-solving event or a strategic planning event. We examine the patterns in the intensity of experienced emotions with regard to event appraisal (from a personal perspective and the organization’s perspective), job satisfaction, and coexistence of emotions. The results reveal that enthusiasm is the most intensely experienced emotion for positively appraised strategic decision-making events, while frustration is the most intensely experienced emotion for negatively appraised problem-solving events, as is disappointment for strategic planning. The distinction between a personal and organizational perspective of the event appraisal reveals differences in experienced emotions, and the intensity of experienced anger is the best indicator of the difference in the event appraisals from the personal and organizational perspective. Both events reveal the variety of involved emotions and the coexistence of—not just various emotions, but also emotions of different dominant valence. The findings indicate that a strategic problem-solving event triggers greater emotional turmoil than a strategic planning event. The paper also discusses theoretical and practical implications.

scholarly journals HR Managers’ Roles & Contributions in Merger Processes

2011 ◽  
Vol 1 (1) ◽  
pp. 64 ◽  
Author(s):  
Khalil Al Jerjawi
Keyword(s):  
Organizational Change ◽  
Global Financial Crisis ◽  
Human Resource Managers ◽  
Resource Managers ◽  
Merger Process ◽  
Strategic Role ◽  
Merging Process ◽  
International Mergers ◽  
Research Gap ◽  
Hr Managers

As companies have engaged in domestic and international mergers over the last few years in order to match the macroeconomic trends operating on a worldwide and more recently to cope with the current global financial crisis, human resource managers have been encouraged to play a more strategic role in their organizations, especially in the case of extensive and radical organizational change such as merging process. This study addresses and works on the existing research gap by investigating the roles of HR managers among the different roles which were defined at the fist by Dave Ulrich. This paper demonstrates that HR managers are an essential part of merger and that HR practices should be given an extensive emphasizing throughout such organizational change “the merger process”.

Impact of organizational politics on employee work outcomes in higher education institutions of Pakistan

2019 ◽  
Vol 8 (2) ◽  
pp. 185-200 ◽  
Author(s):  
Muhammad Asrar-ul-Haq ◽  
Hafiz Yasir Ali ◽  
Sadia Anwar ◽  
Anam Iqbal ◽  
Muhammad Badr Iqbal ◽  
...  
Keyword(s):  
Higher Education ◽  
Social Capital ◽  
Job Stress ◽  
Turnover Intentions ◽  
Higher Education Institutions ◽  
Organizational Politics ◽  
Work Outcomes ◽  
Employee Outcomes ◽  
Content Type ◽  
The Relationship

Purpose Organizational politics has been a topic of conceptual and empirical interest for researchers and practitioners for many years. The purpose of this paper is to examine the relationship between organizational politics and employee work outcomes in educational institutions. In addition, this paper also aims to assess the moderating role of social capital. Design/methodology/approach Employee perceptions about organizational politics and its impact on their work outcomes have been assessed empirically with a sample of 270 full-time employees in higher education institutions of Pakistan. The data have been collected from faculty members of five universities of Pakistan using survey method. SPSS and AMOS have been used to analyze the data and SEM has been used to test the hypotheses. Findings The results indicate a moderating effect of social capital on the relationship between perceived organizational politics and employee outcomes, and the most significant employee outcomes are job stress, job satisfaction and turnover intentions. The findings of the study support the view that organizational politics has negative association with employee job stress and turnover intentions. Research limitations/implications Higher education sector in Pakistan is facing certain challenges, which affect talent retention. The findings of this study will help the administration of higher education institutions to develop effective strategies to cope with the challenges of organizational politics, such as motivation, satisfaction and retention of their employees. Originality/value The study adds to the literature on organizational politics by highlighting and validating its adverse effects on employee work outcomes in the context of Pakistani higher education.

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