Political Behaviour and Management Development

Ryan, Margaret

doi:10.1177/135050768902000320

Cited by 9 publications

(2 citation statements)

References 3 publications

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“…Nonetheless, many believed that political behavior is necessary if one wants to be a good employee or a successful manager and get ahead in the organization.5 6 An early work of Hirschman suggested that political behavior is a legitimate fight response to different conflicts or to a decline in organizations.57 It was also argued that OP is a legitimate way for peo ple to take effective action in the organizational context by having control over infor mation, flexibility and statecraft. 58, 59 These studies imply that OP is not necessarily related to negative work outcomes. Other studies stated that OP is a natural social influence process.…”

Section: Consequences Of Organizational Politicsmentioning

confidence: 99%

Internal Politics in Public Administration Systems

Vigoda¹

2000

Public Personnel Management

146

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Politics is one of the most common yet least studied phenomena in organizations. This study examines employees' perceptions of organizational politics in the public sector and suggests that it mediates the relationship between job congruence (e.g., person-organization fit and level of met-expectations) and employee performance (e.g., organizational citizenship behavior [OCB] and in-role performance). A survey was conducted among 303 individuals in public personnel from two local municipalities in the north of Israel (first survey). Supervisors completed an assessment of employees' OCB and in-role performance six months later (second survey). Path analysis using LISREL VIII was implemented to evaluate two alternative models, direct and indirect. Findings of the study show that the indirect model fits the data better than the direct model, and therefore supports a mediating effect of perceptions of organizational politics scale (POPS) on the relationship between job congruence and employee performance. Structural coefficients among the research variables promote the theory on the affect of job congruence and POPS on OCB and in-role behavior. The findings contribute both to the understanding of antecedents of POPS as well as to the exploration of some of its consequences. The paper concludes with several implications and suggestions for further inquiry into politics in public administration systems.

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Section: Consequences Of Organizational Politicsmentioning

confidence: 99%

Internal Politics in Public Administration Systems

Vigoda¹

2000

Public Personnel Management

146

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“…A typology based on these dimensions is proposed, and predictions about the different types of political behavior are offered. Ryan, 1989 TR Main intention is to suggest some ideas about political behavior which will help people to take effective action within their organizational context. Judge & Bretz, Jr, 1994…”

Section: Farrell and Petersen 1982 Trmentioning

confidence: 99%

Political behavior in organizational context: nature, research and paradigm

Jafariani¹,

Mortazavi²,

Nazemi³

et al. 2012

msl

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This paper investigates political behavior in organization context. In the first section, it studies inappropriate terminology in political behavior arena and recommends that political behaviors are neither positive nor negative in nature. The study also demonstrates that ends and means for influencing others are two criteria for determining faces of political behavior. In the second section, related and important research are reviewed and categorized in terms of content. Finally, we present the dominant paradigm of political behavior as a philosophical infrastructure. The study also presents some guidelines for further research the limitations are discussed in conclusion part.

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