Perceived Political Climate and Job Attitudes

Drory, Amos

doi:10.1177/017084069301400105

Cited by 152 publications

(135 citation statements)

References 22 publications

(18 reference statements)

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“…Subsequent studies have found evidence for hypothesized relationships. For example, in the case of organizational antecedents, findings suggest that employees perceive politics to be more prevalent at higher organizational levels (Ferris & Kacmar, 1992), although Drory (1993) found that employees at lower (non-managerial) levels were more likely 8 than those at higher levels to describe their organizational environment as political. There is also support for hypothesized links between perceptions of politics and consequences for employees.…”

Section: Perceptions Of Politicsmentioning

confidence: 95%

“…For example, in the case of organizational antecedents, findings suggest that employees perceive politics to be more prevalent at higher organizational levels (Ferris & Kacmar, 1992), although Drory (1993) found that employees at lower (non-managerial) levels were more likely…”

Section: Perceptions Of Politicsmentioning

confidence: 97%

“…There is also support for hypothesized links between perceptions of politics and consequences for employees. Studies have found that higher levels of perceived politics are associated with reduced job satisfaction (Cropanzano, Howes, Grandey & Toth, 1997;Drory, 1993;Ferris, Frink, Galang, Zhou, Kacmar & Howard, 1996;Ferris & Kacmar, 1992;Nye & Witt, 1993;Parker et al 1995;Vigoda, 2000), lower employee morale (Voyer, 1994), reduced organizational commitment (Cropanzano et al 1997;Ferris & Kacmar, 1992;Nye & Witt, 1993;Randall, Cropanzana, Bormann & Birjulin 1999;Vigoda, 2000), and increased intentions to leave (Cropanzano et al 1997;Maslyn & Fedor, 1998;Vigoda, 2000). Voyer (1994) also found that employees with higher levels of employee somatic tension, burnout and general fatigue were more likely to perceive their work environment to be political.…”

Section: Perceptions Of Politicsmentioning

confidence: 99%

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The Good, the Bad and the Ugly: Politics and Politicians at Work

Silvester

2008

International Review of Industrial and Organizational Psychology 2008

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This is the accepted version of the paper.This version of the publication may differ from the final published version. (Gandz & Murray, 1980). Much less likely would be descriptions of political actions being used for the good of others or to achieve some work-related goal. Permanent repository linkPolitics is associated with the "dark side" of workplace behaviour and researchers have described political behaviour as inherently divisive, stressful, and a cause of dissent and reduced performance (e.g., Bolino, 1999;Fandt & Ferris, 1990; Ferris, Adams, Kolodinsky, Hochwater & Ammeter, 2002;Kacmar & Baron, 1999;Witt, 1998). For the most part political activity is seen as something that needs to be minimized or removed to maximize organizational functioning.Yet, politics and politicians are also at the heart of democracy: their performance affects This chapter considers why I/O psychologists do not look to political arenas to test or apply their theories and research, and why there have been so few attempts to explore organizational politics in the broader political context of government organizations. It considers whether this is a missed opportunity or whether valid differences make it difficult to draw comparisons between politics in the workplace and the politics of government. In order to do this, the chapter critically reviews research on workplace politics by I/O psychologists and reflects on findings in relation to the broader arena of politicians and political work. The primary focus is on individuals acting politically rather than groups or political systems. It asks whether a better understanding of political activity at work might be gained by studying politicians and political environments. The 1970s and 1980s saw burgeoning interest in the topic of organizational politics.Effort was devoted to explaining why politics occurred, when it was likely to occur, the form it might take, as well as its likely consequences. Research focused on politics as an organizational phenomenon, with political activity resulting from individuals or groups with different needs competing for limited organizational resources. Organizations were described as political battlegrounds where coalitions form and deform in the process of building and exercising power, and daily campaigns are waged in an effort to control scarce resources (Bies & Tripp, 1995;Ferris, Perrewé, Anthony & Gilmore, 2000). Two broad perspectives emerged from this work. In the first of these researchers typically view politics as an illegitimate aspect of organizational life: a phenomenon that causes conflict and division between organizational members, impeding the achievement of organizational goals. Central to this perspective is the idea that politics involves placing self-interest above the interests of organization and other organizational members (see definitions of political behaviour in Table 1). Pettigrew (1973), for example, describes company politics as the by-play that occurs when a person or group wishes to advance themselves or their ideas...

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Section: Perceptions Of Politicsmentioning

confidence: 95%

Section: Perceptions Of Politicsmentioning

confidence: 97%

Section: Perceptions Of Politicsmentioning

confidence: 99%

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The Good, the Bad and the Ugly: Politics and Politicians at Work

Silvester

2008

International Review of Industrial and Organizational Psychology 2008

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“…A presença da política como um sistema de influência e poder inerente aos diversos tipos de instituições vem sendo investigada sob a ótica da percepção disfuncional que os funcionários têm do fenômeno e seus impactos negativos nas organizações (Drory, 1993;Kacmar & Ferris, 1991;Miller, Rutherford, & Kolodinsky, 2008). Diversas definições da política organizacional sob essa abordagem foram cunhadas por autores expoentes nos últimos 50 anos e suas perspectivas ilustram a forma como o fenômeno é percebido.…”

Section: A Percepção De Política Nas Organizaçõesunclassified

Perceptions of organizational politics scale: adaptation and validation for the brazilian context

Moraes

2017

RECADM

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Keywords: Perception of politics; Scale; Validation; Construct. Hochwarter, Kacmar, Perrewe and Johnson (2003) (2003). O instrumento visa captar comportamentos políticos envolvendo ações em benefício próprio e manobras de bastidores. A versão para o português passou por sucessivas traduções, visando equilibrar aspectos semânticos, culturais e conceituais. As amostras foram provenientes do setor público (N=137) e do setor privado (N=122). A validade de construto foi verificada por Análise Fatorial, com uso da técnica dos eixos-principais e Análise Fatorial Confirmatória. A escala adaptada mostrou-se de fácil entendimento e com estrutura e características psicométricas confiáveis para futuras aplicações nos dois segmentos pesquisados. A estatística descritiva apontou escores de PPO elevados em relação às investigações internacionais, além de uma presença mais acentuada no setor público. O produto desta pesquisa contribui academicamente com a disponibilização de um instrumento de medida para um cenário que, apesar de ser historicamente descrito como político, carece de abordagens quantitativas voltadas à política nas organizações. Como contribuição prática, a escala pode auxiliar em diagnósticos e ações gerenciais que considerem minimizar os efeitos negativos que a PPO traz ao mundo laboral. This study aimed to provide a Perception of Organizational Politics (POP) Scale adapted and validated for the Brazilian context from the original ofEscala de percepção de política na organização: adaptação e validação para o contexto brasileiro.

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“…ÖP yazını 20 yıllık bir geçmişe sahip olmasına rağmen, ÖP'nin tanımı üzerinde bir fikir birliğine oluşmadığı belirtilmektedir. (Drory ve Romm 1989;Vigoda-Gadot, 2010 Drory (1993) gayri resmi temelli ve çelişkili yönetim tarzlarıyla ortaya çıkan şahsi çıkar koruma ve geliştirme çabaları şeklinde tanımlamıştır. En çok kabul gören tanımlamalardan birinin sahibi olarak kabul edilen Vigoda'nın (2000) da aynı noktalara vurgu yaparak, ÖP'yi işgörenlerin gözünde diğer işgörenlerin şahsi çıkarlarını korumak ve geliştirmek için sergiledikleri davranışlar olarak tanımladığı görülmektedir.…”

Section: Algılanan öRgütsel Politikaunclassified

Algılanan Örgütsel Politikanın Örgütsel Vatandaşlık Davranışı İle İlişkisinde Adaletin Rolü

Ayhan¹,

Gürbüz²

2014

ISGUC

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Perceived Political Climate and Job Attitudes

Cited by 152 publications

References 22 publications

The Good, the Bad and the Ugly: Politics and Politicians at Work

The Good, the Bad and the Ugly: Politics and Politicians at Work

Perceptions of organizational politics scale: adaptation and validation for the brazilian context

Algılanan Örgütsel Politikanın Örgütsel Vatandaşlık Davranışı İle İlişkisinde Adaletin Rolü

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