Internal Politics in Public Administration Systems

Vigoda, Eran

doi:10.1177/009102600002900203

Cited by 146 publications

(17 citation statements)

References 52 publications

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“…Although a few studies have found perceptions of organizational politics to predict OCB (Vigoda, 2000a;Witt et al, 2002), others have found no relationship between the two variables (Aryee et al, 2004;Cropanzano et al, 1997). Perhaps, the effect of perceptions of organizational politics on OCB-related behaviors such as helping coworkers is indirect rather than direct.…”

Section: Trust and Helpingmentioning

confidence: 99%

Trust‐in‐supervisor and helping coworkers: moderating effect of perceived politics

Poon

2006

Journal of Managerial Psychology

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This study sought to examine the relationship between trust-in-supervisor and willingness to help coworkers as well as the moderating effect of perceptions of organizational politics on this relationship. Design/methodology/approach -A field survey using a structured questionnaire was used to gather data from 106 employees of a medium-sized company that had businesses in the manufacturing, travel, and education industries. Participation was voluntary and employees completed the questionnaire anonymously. Findings -Moderated multiple regression results indicated that trust-in-supervisor was positively related to employee willingness to help coworkers among employees perceiving low levels of organizational politics but not among those perceiving high levels of organizational politics.Research limitations/implications -The limitations of this study include reliance on cross-sectional data collected using self-reports from employees of a single organization. Future research should examine other forms of spontaneous workplace behaviors as outcomes of trust and identify other mitigating factors that may enhance or inhibit such behaviors. Future research also is needed to address the question of why trust predicts helping. Practical implications -Employers can realize the benefits of employee helpfulness stemming from supervisory trust only if they can establish a workplace that is not politically charged. Therefore, trust must be augmented with organizational interventions and strategies that discourage a high level of politicking. Originality/value -This study provides what is perhaps the first empirical test of the joint contribution of trust and perceptions of organizational politics on willingness to help. In addition, the findings of this study extend the organizational politics literature by showing that perceived politics might also act as a moderator of relationships.

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Section: Trust and Helpingmentioning

confidence: 99%

Trust‐in‐supervisor and helping coworkers: moderating effect of perceived politics

Poon

2006

Journal of Managerial Psychology

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“…In most employment contexts, however, OCB is still regarded as a set of individual behaviors that employers deem desirable (Vigoda, 2000). Cultivating and predicting these behaviors has become an important focus for both practitioners and scholars.…”

Section: Emergent Themes From the Literaturementioning

confidence: 99%

Examining Organizational Citizenship Behavior in the Context of Human Resource Development

Rose

2016

Human Resource Development Review

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Over the past three decades, scholarship on organizational citizenship behavior (OCB) has grown tremendously and now enjoys a place of relative importance in the managerial, behavioral, and psychological literature. Researchers have traditionally focused their attention on understanding the nomological network of OCB, including its antecedents, predictors, correlates, and outcomes. Such work has also expanded to include cross-disciplinary investigations in areas such as health care, education, public organizations, and service industries, to name a few. Despite the relative prominence of OCB in other literature bases, OCB receives only minimal attention in the field of human resource development (HRD). The purpose of this integrative literature review was to examine and synthesize the available literature on OCB with specific consideration to the aims of the HRD field, namely, performance and learning and development. I present a synthesis of the relevant literature and conclude with a proposed research agenda and implications for HRD theory and practice.

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“…. enhance organizational effectiveness” (Vigoda, 2000, p. 191). Within the literature on OCB, many scholars distinguish between organizational citizenship behavior directed at individuals (OCBI) and organizational citizenship behavior directed at organizations (OCBO; Williams & Anderson, 1991).…”

Section: Outcome Measuresmentioning

confidence: 99%

Taking Personality Seriously

Cooper

Knotts

McCord

et al. 2012

The American Review of Public Administration

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This study documents the use of personality assessment in public administration and examines the relationship between personality and job outcomes among public managers. The limitations and problems with the most popular personality assessment framework, the Myers-Briggs Type Indicator, are discussed. The authors then present the five-factor model of personality as an empirically verified, theoretically sound framework that is widely accepted within the field of psychology. Using a survey of public administrators in three states, it is demonstrated that public managers are aware of personality assessment, use it in their jobs, and are generally convinced of its efficacy. The authors also present the results of personality profiles of public managers demonstrating the usefulness of all five domains of the five-factor model of personality for understanding key outcome measures such as job satisfaction and organizational citizenship behaviors.

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Internal Politics in Public Administration Systems

Cited by 146 publications

References 52 publications

Trust‐in‐supervisor and helping coworkers: moderating effect of perceived politics

Trust‐in‐supervisor and helping coworkers: moderating effect of perceived politics

Examining Organizational Citizenship Behavior in the Context of Human Resource Development

Taking Personality Seriously

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