Organizational politics and organizational support as predictors of work attitudes, job performance, and organizational citizenship behavior

Abstract

SummaryThis study investigated the relationship of organizational politics and organizational support to various work attitudes and behaviors among a ®eld sample of 128 participants. Consistent with our hypothesis, politics and support were related to job satisfaction, commitment, turnover intentions, and supervisor ratings of organizational citizenship behaviors. However, only support was related to job performance. We also examined whether or not organizational politics and organizational support comprise two distinct constructs or one global factor. The evidence here was ambiguous. Fit indices obtained from con®rmatory factor analysis suggested that it is more parsimonious to treat politics and support as opposite ends of the same construct, though the two-factor model did show a slightly better ®t. On the other hand, subsequent multiple regression analyses showed that support tended to account for additional criterion variance beyond the eect of politics, implying that there may be some practical utility to retaining politics and support as distinct constructs.

Organizational political climate and employee engagement in political behavior in public sector organizations

“…Affective commitment was found to moderate between political climate and political behavior only for women, and not for men. This is inconsistent with previous research (Kimura, 2013; Randall et al ., 1999; Vigoda-Gadot et al ., 2003). However, partial support for the existence of a relationship between organizational commitment and individual attitude and organizational outcomes in the research literature is not unknown (Cropanzano et al , 1997; Randall et al ., 1999).…”

The Mediating Role of Trust in the Effect of Perceived Organizational Support on Job Performance in Nurses

“…When the results of the analyses were examined, it was determined that the perceived organizational support was associated with the job performance and that it positively and significantly increased the job performance. This finding is conforming to similar studies (Eisenberger et al, 1990;Cropanzanove et al, 1997;Randall et al, 1999;Allen et al, 2003;Kraimer and Sandy, 2004;Akkoç et al, 2012;Yılmaz, 2016;Karayel et al, 2018).…”

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

“…The results are in accordance with previous literature (i.e. Randall et al , 1999; Rosen et al , 2009; Abbas et al , 2014; Labrague et al , 2017) that political perceptions adds to the intensity of stress and increases the chances of their turnover. In political environment, employees perceive their organization as politicized, biased, unfair and a threat to their career.…”