Mitigating influence of transcendence on politics perceptions’ negative effects

Abstract

Purpose The purpose of this paper is to examine how a cognitive process, transcendence, moderates the relationship between perceptions of organizational politics (POPs) and several work outcomes. Design/methodology/approach Participants across two studies (Study 1: 187 student-recruited working adults; Study 2: 158 information technology employees) provided a demographically diverse sample for the analyses. Key variables were transcendence, POPs, job satisfaction, job tension, emotional exhaustion, work effort, and frustration. Findings Results corroborated the hypotheses and supported the authors’ argument that POPs lacked influence on work outcomes when individuals possessed high levels of transcendence. Specifically, high levels of transcendence attenuated the decreases in job satisfaction and work effort associated with POPs. Additionally, transcendence acted as an antidote to several workplace ills by weakening the increases in job tension, emotional exhaustion, and frustration usually associated with POPs. Research limitations/implications This study found that transcendence, an individual-level cognitive style, can improve work outcomes for employees in workplaces where POPs exist. Future studies should use longitudinal data to study how changes in POPs over time affect individuals’ reported levels of transcendence. Practical implications Although it is impossible to eliminate politics in organizations, antidotes like transcendence can improve individuals’ responses to POPs. Originality/value This study is one of the first to utilize an individual-level cognitive style to examine possible options for attenuating the effects of POPs on individuals’ work outcomes.

Perceptions of Organizational Politics Research: Past, Present, and Future

“…As a framework, EST is relevant because, like POPs, it recognizes that signals from the environment arouse attention and initiate resource investments (Crawford, Thompson, & Ashforth, 2019). Moreover, consistent with EST, organizational politics theory contends that events influence outcomes to the extent that salience is established (Rosen & Hochwarter, 2014) and when cues disrupt routine, or ordinary, work experiences (Lawong, McAllister, Ferris, & Hochwarter, 2018).…”

Association between Perceived Organizational Politics and Intentions to Quit: Mediating Role of Emotional Exhaustion

“…Recently, scholars have well acknowledged that stressful factors such as perceived organizational politics engenders negative reactions in employees that can exacerbate the situation (Khan et al 2021;Lawong et al 2018). Perceived organizational politics (POP) is an individual's perception about the overall organizational environment where other members of organization are involved in political actions and activities which may be beneficial for them but can harm others (Khan et al,2018).…”

“…It also impacts negatively on organizational citizenship behavior, in-role performance (Byrne, 2005), and boost turnover intentions (Jordan et al, 2018), burnout and low performance at work (Harris, Andrews, &Kacmar, 2007). It is commonly associated with job related negative emotions, workplace incivility and attitudes (Khan et al,2017), job tension as well as emotional exhaustion (Hall et al, 2017;Lawong et al, 2018). Considering the importance of this phenomenon, past research studies (Hall et al, 2017;Lawong et al, 2018) recommended to study the impact of POP on emotional exhaustion and job satisfaction in work settings in non-western country.…”

“…It is commonly associated with job related negative emotions, workplace incivility and attitudes (Khan et al,2017), job tension as well as emotional exhaustion (Hall et al, 2017;Lawong et al, 2018). Considering the importance of this phenomenon, past research studies (Hall et al, 2017;Lawong et al, 2018) recommended to study the impact of POP on emotional exhaustion and job satisfaction in work settings in non-western country. Moreover, substantial studies conducted in western and local context research has been carried out in the field of manufacturing, telecommunications, banking, and multinational retail organizations (Abbas et al, 2014), public and private corporate sectors (Abbas et al, 2014;Hall et al, 2017;Khalid & Ahmed, 2016).…”

Voice for oneself: Self‐interested voice and its antecedents and consequences

“…This context poses high uncertainty, with blurred boundaries and rules, which leaves room for discretionary behaviour (e.g., Ferris et al, 2019; Hochwarter, Ellen, & Ferris, 2014), and contains scarce resources and competing interests, which can jeopardize individuals’ resources and cause self‐serving interest (e.g., Ferris et al, 2002). Therefore, this context likely induces self‐serving proactive behaviours, since these behaviours can be a viable strategy for protecting oneself, accumulating resources, and gaining control in an uncertain and threatening environment (e.g., Chang, Rosen, & Levy, 2009; Lawong, McAllister, Ferris, & Hochwarter, 2018; Sun & Chen, 2017). We propose that perceived organizational politics (POP; Ferris, Harrell‐Cook, & Dulebohn, 2000) will activate employees’ self‐serving cognition and subsequently lead to more SIV behaviours.…”