Perception of Organizational Politics and Career Satisfaction: Mediating Role of Networking Ability and Self-promotion Behavior

Bhattarai, Ganesh

doi:10.1177/22785337211070379

Cited by 9 publications

(10 citation statements)

References 53 publications

(88 reference statements)

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“…In Figure 1, the latent variables are outlined within the oval. This figure was taken from the complete structural equation modeling (Bhattarai, 2022).…”

Section: Structural Equation Modelmentioning

confidence: 99%

Impact of person-environment fit on innovative work behavior: Mediating role of work engagement

Bhattarai

Budhathoki

2023

Problems and Perspectives in Management

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Organizations must cope with the current business demands and strive for a competitive advantage. Apart from many measures to enhance competitive advantage, employees’ innovative work behavior is instrumental. Hence, this study aims to measure the contribution of person-environment fit (person-job fit and person-organization fit) on innovative work behavior directly and indirectly through creating work engagement. Cross-sectional perceptual data were collected through surveys from the employees working in humanitarian non-profit organizations in Nepal. After ensuring the goodness of fit index, 499 responses were analyzed in the structural equation model showing path analysis with the help of AMOS. The conservation of resource theory was a foundation to test and analyze the hypotheses adopting positivist research philosophy and deductive reasoning approach. Regression analysis revealed a positive effect of person-job fit (B = .23, p &lt; .001) and person-organization fit (B = .20, p &lt; .001) on employees’ innovative work behavior. Work engagement mediated the influence of person-job fit and person-organization fit on innovative work behavior. Out of the total effect size of employees’ compatibility on innovative work behavior, 30% effect size of person-job fit and 23% effect size of person-organizational fit on innovative work behavior went through work engagement.

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“…In Figure 1, the latent variables are outlined within the oval. This figure was taken from the complete structural equation modeling (Bhattarai, 2022).…”

Section: Structural Equation Modelmentioning

confidence: 99%

Impact of person-environment fit on innovative work behavior: Mediating role of work engagement

Bhattarai

Budhathoki

2023

Problems and Perspectives in Management

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“…At the same time, perceived organizational politics has been related positively to undesirable work behaviors including turnover intention (Haider et al, 2020), employee silence (Sun and Xia, 2018) and CWB (Meisler et al, 2020). Organizational politics has been related positively to career satisfaction (Bhattarai, 2022). Based on the arguments above, we state that:…”

Section: Introductionmentioning

confidence: 93%

“…EI training advances individual's EI level (Mattingly and Kraiger, 2019), which has the capacity to reduce cynicism and ostracism provoked among employees in response to organizational politics, and subsequently, engagement in CWB. Furthermore, since social astuteness which is listed as a political skill (Ferris et al, 2005) have remedial effect on the negative impact of POPs (Bhattarai, 2022); it therefore becomes imperative for management to integrate smartness into the organization's training program of the victims of organizational politics to develop contextual and personal resources to cope with dysfunctional politics.…”

Section: Employee Cynicism and Workplace Ostracismmentioning

confidence: 99%

Mediating roles of employee cynicism and workplace ostracism on the relationship between perceived organizational politics and counterproductive work behavior

Ugwu,

Nwali,

Ugwu

et al. 2023

CDI

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PurposeThis study investigated employee cynicism and workplace ostracism as pathways through which perceived organizational politics (POPs) is related to counterproductive work behavior (CWB) targeted at individual coworkers (CWB-I) and the organization (CWB-O).Design/methodology/approachData were collected from 794 university employees in Southeastern, Nigeria at three-point of measurements.FindingsResults of the Structural Equation Modelling showed that POPs positively predicted CWB-I but did not predict CWB-O directly. POPs positively predicted both employee cynicism and workplace ostracism. Employee cynicism did not predict CWB-I and CWB-O, but workplace ostracism positively predicted both CWB-I and CWB-O. Moreover, whilst POPs did not predict both CWB-I and CWB-O through employee cynicism; workplace ostracism partially mediated the relationship between POPs and the two dimensions of CWB.Originality/valueThe relationship between POPs and CWB has been documented in the literature, but whether affect-laden processes (employee cynicism and workplace ostracism) explain this relationship is new. Conducting the study in a context previously neglected extended our understanding of the indirect relationship between POPs and CWB.

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“…The widespread reality of workplace politics continues to draw significant study interest (Bhattarai, 2022;Hochwarter et al, 2010). The importance of understanding office politics to successful leadership, management, teamwork, and overall organization is becoming more widely acknowledged in the academic and professional communities (Zanzi & O'Neill, 2001).…”

Section: Introductionmentioning

confidence: 99%

Collaborating Effect of Employees’ Interpersonal Influence Skills and Perceived Workplace Politics on Turnover Intention

Bhattarai

2023

Nep. J. Multidisc. Res.

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In the literature, there are contradicting findings regarding the impact of perceived workplace politics on employees’ outcomes. In this context, this study was carried out to measure the direct and interactive (with interpersonal influence skills) effect of perceived workplace politics on turnover intention. Moreover, this study was dedicated to measuring the remedial role of interpersonal influence skills under the different situations of perceived workplace politics. Applying a survey strategy, 725 responses were collected from the Grade A Nepalese bank employees. Perceptual cross-sectional data were analyzed in SPSS by adopting positivist research philosophy and deductive reasoning approach. This study revealed that employees’ perceived workplace politics positively impact their turnover intention. Likewise, interpersonal influence skills moderated the relationship between the perception of workplace politics and turnover intention. Employees’ interpersonal influence skills worked as an antidote for the detrimental effect of perceived workplace politics on turnover intention. The antidotal power was measured differently under different conditions (high, medium, and low) of workplace politics. For example, the strength of the mitigation power of interpersonal influence skill is strong when perceived workplace politics is high, but the mitigating power is weak when the perception of workplace politics is low.

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Perception of Organizational Politics and Career Satisfaction: Mediating Role of Networking Ability and Self-promotion Behavior

Cited by 9 publications

References 53 publications

Impact of person-environment fit on innovative work behavior: Mediating role of work engagement

Impact of person-environment fit on innovative work behavior: Mediating role of work engagement

Mediating roles of employee cynicism and workplace ostracism on the relationship between perceived organizational politics and counterproductive work behavior

Collaborating Effect of Employees’ Interpersonal Influence Skills and Perceived Workplace Politics on Turnover Intention

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