The Relationship Between Perceptions of Organizational Politics and Employee Attitudes, Strain, and Behavior: A Meta-Analytic Examination

Abstract

The current study tested a model that links perceptions of organizational politics to job performance and "turnover intentions" (intentions to quit). Meta-analytic evidence supported significant, bivariate relationships between perceived politics and strain (.48), turnover intentions (.43), job satisfaction (؊.57), affective commitment (؊.54), task performance (؊.20), and organizational citizenship behaviors toward individuals (؊.16) and organizations (؊.20). Additionally, results demonstrated that work attitudes mediated the effects of perceived politics on employee turnover intentions and that both attitudes and strain mediated the effects of perceived politics on performance. Finally, exploratory analyses provided evidence that perceived politics represent a unique "hindrance stressor." We thank Brad Kirkman and the three anonymous reviewers for their helpful insights. We would like to note that the first two authors contributed equally to this project. We would like to thank Rosalie Hall for her helpful comments on an earlier version of the article. We are also grateful for the assistance of Michelle Matias and Jessica Junak in preparing our manuscript.

A research about the relationship of psychological safety and organizational politics perception with compulsory citizenship behavior and the pressures behind compulsory citizenship behavior

“…From a social exchange theory perspective, political working environments are associated with ambiguity and uncertainty that results in psychological strain and lower morale which all of them deteriorates the altruistic and voluntary nature of OCB (Chang, Rosen, & Levy, 2009). If employees perceive an imbalance in the employee-organization exchange, they start to decrease effort from their job, firstly from their extra-role activities by thinking that the decrease in extra-role activities are less likely to be recognized and punished by supervisors (Rosen et al2009a, b).…”

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

“…O aprofundamento na análise dos processos intrapessoais dos efeitos da PPO apontou uma forte relação negativa com satisfação no trabalho e comprometimento afetivo, impactando, desta forma, restritivamente no desempenho de tarefas e na dedicação dos funcionários (Chang, Rosen, & Levy, 2009;Miller et al, 2008;Mansur & Sobral, 2011). Outros efeitos relevantes identificados foram queda da moral, aumento da ansiedade e stress, fatores contraproducentes que evidentemente comprometem o resultado das organizações (Chang et al, 2009;Ferris, Frink, Galang, Zhou, Kacmar, & Howard, 1996).…”

“…Outros efeitos relevantes identificados foram queda da moral, aumento da ansiedade e stress, fatores contraproducentes que evidentemente comprometem o resultado das organizações (Chang et al, 2009;Ferris, Frink, Galang, Zhou, Kacmar, & Howard, 1996).…”

Transformation and Perception: How an Information System Project Can Be Carried out Successfully

“…Thus, the success of the organizational transformation is linked to the perception of this initial phase (Chang & al, 2009). Therefore, it is likely that the management methods used to launch the first phase of a transformation differ from those used in subsequent phases.…”

“…In summary, it is therefore important to go beyond the context and the leadership aspect to fully identify the first phase of transformation of a project. Indeed, the managers adopt, during this phase of the process (with a perception of the potential benefits), a specific style of management (Rowe and Besson, 2001: p. 17), because organizational perceptions are associated with desirable outcomes, including the increase in commitment to the work and performance (Chang et al, 2009;Van Kleef et al, 2009). Thus, the performance of a project is the result of the dynamics of the first phase of a transformation established by the management, the perception by the actors of this project and the organizational benefits and freedom of action of the actors.…”