This study examined perceived political behaviors as a critical, yet largely overlooked, component in the traditional organizational politics perceptions model. Further, this study developed an expanded version of the traditional antecedents to politics perceptions and examined the mediating effect of perceptions of politics in the model. Results from 260 full-time employees suggested that the use of reactive/defensive political behaviors exacerbated the already negative effects of perceived organizational politics on outcomes. Further, the set of variables that come from the job/work environment were found to explain more variance in perceptions of organizational politics than the set of organizational or individual variables. Finally, perceptions of politics demonstrated mediation effects between the antecedent variables and job satisfaction, job anxiety, and intent to turnover Discussion centers around the expanded model and the need to conceptually and empirically link politics perceptions with political behaviors.
This paper draws from social exchange theory and social cognitive theory to explore moral disengagement as a potential mediator of the relationship between abusive supervision and organizational deviance. We also explore the moderating effect of leader-member exchange (LMX) on this mediated relationship. Results indicate that employees with abusive supervisors engaged in moral disengagement strategies and subsequently in organizational deviance behaviors. Additionally, this relationship was stronger for those higher in LMX. Important implications for management research and practice are discussed.
PurposeThe purpose of this study is to understand the impact of techno-overload and techno-invasion on work and family. Specifically, we focus on intention to turnover in the work domain, work-family conflict in the work-family domain, and family burnout in the family domain. Furthermore, this study examines the moderating role of entitlement, a personality variable, in this process.Design/methodology/approachUsing a sample of 253 people who were using technology to complete their work over two time periods, the relationships were examined using hierarchical moderated regression analysis.FindingsThe results revealed that both techno-overload and techno-invasion were significantly related to greater turnover intentions, higher work-family conflict, and greater family burnout. In addition, entitlement played a moderating role such that those who were higher in entitlement had stronger techno-overload-outcome and technostress invasion-outcome relationships.Practical implicationsThese findings may provide managers key insights to help manage employees, especially those with an inflated sense of entitlement, to mitigate the serious negative outcomes associated with techno-overload and techno-invasion. In particular, both techno- overload and techno-invasion had minimal impact on negative outcomes when employee entitlement was lower. However, when employee entitlement was higher, techno-overload and techno-invasion had considerable negative effects.Originality/valueDue to the ubiquitous nature of information-communication technology (ICT) in organizations today, individuals often experience techno-overload and techno-invasion. This research utilized conservation of resources theory to examine these relationships. This study established the relationships of both techno-overload and techno-invasion with key organizational and family outcomes and points to the critical role of the personality variable, entitlement, in this process. The results provide theoretical and practical advancement in the role of technology with people in organizations today.
a composite variable that captures an employee's links to people and the organization, perceived job fit, and the sacrifices inherent in job change, has become an increasingly popular variable in turnover research. Analyses of survey data from a national sample of 143 retail pharmacists indicated a significant negative relationship between participants' job embeddedness and their intentions to leave. Job embeddedness was also found to be positively related to perceived organizational support and job satisfaction; regression analyses found that it accounted for significant variance in intentions to leave beyond that explained by these 2 established turnover antecedents. Results also suggest that organizations' proactive efforts to increase job embeddedness mitigated pharmacists' intentions to leave. Implications for health care managers and pharmacist employers are discussed.
By using regression analyses on data from 355 full-time employees of a customer-service organization in the eastern United States, the authors tested the hypothesis that perceptions of organizational politics are more strongly related to job dissatisfaction among individuals who perceive low levels of teamwork importance than among those who perceive high levels of teamwork importance. Hierarchical moderated regression analysis of the data revealed that the moderating effect of teamwork importance was most relevant at average-to-high levels of perceived politics. That finding supports the assertion that one way to address the negative impact of organizational politics is to try to ensure that employees value teamwork.
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