PurposeResearchers have shown increasing interest, in recent times, in organizational politics and how it affects employees and organizations. This paper aims to investigate how perceived organizational politics (POPS) impact employee behaviors such as task performance, organizational citizenship and turnover intention, by affecting work-family conflict.Design/methodology/approachA sample of 287 full-time frontline hotel employees in Bangladesh was collected. A hierarchical regression analysis was applied to test the hypotheses. Data were analyzed using SPSS and AMOS software.FindingsThe results show that work–family conflict plays a mediating role in the indirect effect of POPS on task performance, organizational citizenship behavior (OCB) and turnover intention. The findings of the study also suggest that POPS has a positive association with work–family conflict and turnover intention, and negative association with task performance and OCB.Research limitations/implicationsThis study cannot confirm causal inference, which can be the scope for future studies.Practical implicationsManagers may design the work environment in ways that ensure work and family interface and employee retention. Training programs can help employees deal with organizational politics and potential impact on work and nonwork problems. Managers should provide employees with the necessary support to sustain in-role and extra-role behavior in the political environment.Originality/valueTo the best of our knowledge, no prior studies have been carried out with this scope in the South Asian context.
PurposeThis study considered organizational politics as a source of stress and examined its spillover effects on the family domain. By integrating the work–home resource theory and transactional theory of stress, the authors developed a moderated mediation model that examined the moderating role of family support in the relationship between employee's perceptions of organizational politics and their family satisfaction through work-to-family conflict.Design/methodology/approachThe authors examined the moderated mediation model using a sample of 223 full-time employees in Bangladesh. Data were collected using a three-wave survey research design.FindingsThe results indicate that organizational politics is negatively related to family satisfaction; work-to-family conflict medicates this relationship. Besides, family support attenuates the mediating effect of work-to-family conflict on the relationship between organizational politics and family satisfaction.Practical implicationsManagers should reduce the extent of organizational politics to avoid its impact on the nonwork domain. Moreover, social support from family members might play a crucial role in reducing the negative consequence of organizational politics in the family domain. By taking human resource practices such as training, increased communication, family-friendly policies, organizations may improve the ability of workers to cope with the negative consequences of organizational politics.Originality/valueThe current study uncovered the spillover effect of organizational politics on the nonwork domain. This research contributed to the burgeoning stream of organizational politics and work–family interface literature by investigating the influence of organizational politics in undermining family satisfaction and exploring the mediating mechanism linking organizational politics and family satisfaction as well as the boundary conditions of family social support.
This research was aimed at investigating the environmentally responsible behavior of tourists and their satisfaction with a tourist destination. Moreover, this study examined the effects of employee service quality, perceived value, environmental commitment and tourist satisfaction with a destination on loyalty and environmentally responsible behavior. We used data from tourists (n = 640) who had previously visited the world’s longest natural sea beach (Cox’s Bazar, Bangladesh). A partial least square structural equation model (PLS-SEM) method was used in this study to evaluate the proposed model and hypotheses. The results suggest that the perceived value of the destination has a significantly positive impact on both tourist satisfaction and environmental commitment. Similarly, employee service quality significantly impacts perceived value, tourist satisfaction and environmental commitment. Thus, both perceived value and employee service quality also substantially affect the environmentally responsible behavior at the Cox’s Bazar tourist destination. The main contribution of this research involved an investigation of the mediating effects of environmental commitment and tourist satisfaction with a destination on loyalty and environmentally responsible behavior using a single model based on relationship quality theory. Tourist satisfaction was found to completely mediate the relationship between the perceived value of a destination and environmentally responsible behavior, as well as loyalty. In addition, the theoretical and managerial implications for the destination were discussed.
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