Impact of organizational politics on proactive behavior of government employees: the moderating role of self-efficacy
-
Received December 18, 2019;Accepted March 27, 2020;Published April 3, 2020
-
Author(s)Link to ORCID Index: https://orcid.org/0000-0001-8280-6267Link to ORCID Index: https://orcid.org/0000-0002-5348-3267
-
DOIhttp://dx.doi.org/10.21511/ppm.18(1).2020.33
-
Article InfoVolume 18 2020, Issue #1, pp. 385-393
- TO CITE АНОТАЦІЯ
-
Cited by4 articlesJournal title: Humanities & Social Sciences ReviewsArticle title: THE APPROACH OF MANAGERS REGARDING INNOVATIVE WORK BEHAVIOURDOI: 10.18510/hssr.2020.8285Volume: 8 / Issue: 2 / First page: 765 / Year: 2020Contributors: Yulia Fithriany Rahmah, M Sandi Marta, Mohamad Anton Athoillah, Diana FaridJournal title: Cogent Business & ManagementArticle title: Psychological empowerment as moderator of the relationship between core self-evaluation and proactive work behaviourDOI: 10.1080/23311975.2023.2297461Volume: 11 / Issue: 1 / First page: / Year: 2024Contributors: Chiyem Lucky Nwanzu, Sunday Samson BabalolaJournal title: Humanities & Social Sciences ReviewsArticle title: POLITICAL OFFICE, CORRUPTION OPPORTUNITY, AND ITS PREVENTION IN INDONESIAN’S STATE INSTITUTIONSDOI: 10.18510/hssr.2020.8271Volume: 8 / Issue: 2 / First page: 638 / Year: 2020Contributors: Fauzan Ali Rasyid, Syahrul Anwar, Ateng Ruhendi, Aden Rosadi, Ahsanuddin JauhariJournal title: Human Systems ManagementArticle title: Political will, political behavior and career success: The role of political climate and supervisor political supportDOI: 10.3233/HSM-200894Volume: 40 / Issue: 4 / First page: 581 / Year: 2021Contributors: Fauzan Ali Rasyid, M. Sandi Marta
- 1602 Views
-
305 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
In today’s organizational environment, human resources are seen to be one of the most crucial assets that must be maintained, particularly the existence of employees’ proactive behavior, which is needed for the sustainability of organizational performance. One factor, which may affect the employees’ proactive behavior, is organizational politics. Therefore, the main objective of this study is to investigate the effect of organizational politics on proactive behavior of government employees and to test further whether this effect was moderated by self-efficacy. This study used a quantitative approach with an exploratory method to answer the proposed hypothesis. The samples were 310 local government employees in Bandung district, Cimahi City, Bandung City, and West Bandung Regency, Indonesia. For processing the data and testing the hypotheses, this research employed Moderated Regression Analysis by using STATA 13. The results showed that organizational politics has a negative effect on the proactive behavior of government employees, and the moderation effect of self-efficacy can weaken the negative relationship between organizational politics and proactive behavior. The study, therefore, makes a valuable contribution regarding the additional evidence to the organization within this field.
- Keywords
-
JEL Classification (Paper profile tab)H11, M54, O15
-
References33
-
Tables2
-
Figures1
-
- Figure 1. Conceptual model
-
- Table 1. Results of validity and reliability tests
- Table 2. Results of Moderated Regression Analysis
-
- Amyulianthy, R., Khair, J., & Lysandra, S. (2016). Characteristics and Political Connection To Local Government Performance. Jurnal ASET (Akuntansi Riset), 8(2), 1-14.
- Borgogni, L., Russo, S. Dello, & Petitta, L. (2010). Predicting Job Satisfaction and Job Performance in a Privatized Organization. International Public Management Journal, 13(3), 275-296.
- Bozeman, D. P., Hochwarier, W. A., Perrewe, P. L., & Brymer, R. A. (2001). Organizational politics, perceived control, and work outcomes: Boundary conditions on the effects of politics. Journal of Applied Social Psychology, 31(3), 486-503.
- Chairina, R. R. L., Sularso, R. A., Tobing, D. S. K., & Irawan, B. (2019). Determinants of nurse performance in accredited Indonesian private hospitals. Problems and Perspectives in Management, 17(1), 163-175.
- Escobar, A., Trujillo-Martín, M. del M., Rueda, A., Pérez-Ruiz, E., Avis, N. E., & Bilbao, A. (2015). Cross-cultural adaptation, reliability and validity of the Spanish version of the Quality of Life in Adult Cancer Survivors (QLACS) questionnaire: Application in a sample of short-term survivors. Health and Quality of Life Outcomes, 13(1), 1-14.
- Frese, M., Fay, D., Hilburger, T., Leng, K., & Tag, A. (1997). The concept of personal initiative: Operationalization, reliability and validity in two German samples. Journal of Occupational and Organizational Psychology, 70(2), 139-161.
- Ghitulescu, B. E. (2012). Making Change Happen: The Impact of Work Context on Adaptive and Proactive Behaviors. Journal of Applied Behavioral Science, 49(2), 206-245.
- Helm, R., & Mark, A. (2012). Analysis and evaluation of moderator effects in regression models: State of art, alternatives and empirical example. Review of Managerial Science, 6(4), 307-332.
- Hsiung, H. H., Lin, C. W., & Lin, C. S. (2012). Nourishing or suppressing? The contradictory influences of perception of organizational politics on organizational citizenship behaviour. Journal of Occupational and Organizational Psychology, 85(2), 258-276.
- Huang, J. (2017). The relationship between employee psychological empowerment and proactive behavior: Self-efficacy as mediator. Social Behavior and Personality, 45(7), 1157-1165.
- Judge, T. A., & Bretz Jr, R. D. (1994). Political influence processes and career success. Journal of Management, 20(1), 43-65.
- Kacmar, K. M., & Carlson, D. S. (1997). Further validation of the perceptions of politics scale (pops): A multiple sample investigation. Journal of Management, 23(5), 627-658.
- Kacmar, K. M., Bozeman, D. P., Carlson, D. S., & Anthony, W. P. (1999). An Examination of the Perceptions of Organizational Politics Model: Replication and Extension. Human Relations, 52(3), 383-416.
- Landells, E. M., & Albrecht, S. L. (2017). Positive politics, negative politics, and engagement: Psychological safety, meaningfulness, and availability as “black box” explanatory mechanisms. Research in Occupational Stress and Well Being, 15, 33-49.
- Landells, E., & Albrecht, S. L. (2013). Organizational political climate: Shared perceptions about the building and use of power bases. Human Resource Management Review, 23(4), 357-365.
- Lau, P. Y. Y., Tong, J. L. Y. T., Lien, B. Y. H., Hsu, Y. C., & Chong, C. L. (2017). Ethical work climate, employee commitment and proactive customer service performance: Test of the mediating effects of organizational politics. Journal of Retailing and Consumer Services, 35, 20-26.
- Lee, Y. H., Yang, L. S., Wan, K. M., & Chen, G. H. (2010). Interactive effects of personality and friendship networks on contextual performance. Social Behavior and Personality, 38(2), 197-208.
- Liu, J., Cho, S., & Putra, E. D. (2017). The moderating effect of self-efficacy and gender on work engagement for restaurant employees in the United States. International Journal of Contemporary Hospitality Management, 29(1), 624-642.
- Miller, B. K., Rutherford, M. A., & Kolodinsky, R. W. (2008). Perceptions of organizational politics: A meta-analysis of outcomes. Journal of Business and Psychology, 22(3), 209-222.
- Nugroho, A. P., Hidayat, A., & Kusuma, H. (2017). The influence of religiosity and self-efficacy on the saving behavior of the slamic banks. Banks and Bank Systems, 12(3), 35-47.
- Nurjaman, K., Marta, M. S., Eliyana, A., Kurniasari, Dewi, & Kurniasari, Dedeh (2019). Proactive work behavior and innovative work behavior: Moderating effect of job characteristics. Humanities and Social Sciences Reviews, 7(6), 373-379.
- Olson, B., Bao, Y., & Parayitam, S. (2014). Political behavior, trustworthiness, job satisfaction, and commitment: An empirical study. Chinese Management Studies, 8(3), 354-374.
- Parker, S. K., Bindl, U. K., & Strauss, K. (2010). Making things happen: A model of proactive motivation. Journal of Management, 36(4), 827-856.
- Parker, S. K., Williams, H. M., & Turner, N. (2006). Modeling the antecedents of proactive behavior at work. Journal of Applied Psychology, 91(3), 636-652.
- Pierce, J. L., Gardner, D. G., Dunham, R. B., & Cummings, L. L. (1993). Moderation By Organization-Based Self-Esteem of Role Condition-Employee Response Relationships. Academy of Management Journal, 36(2), 271-288.
- Raub, S., & Liao, H. (2012). Doing the right thing without being told: Joint effects of initiative climate and general self-efficacy on employee proactive customer service performance. Journal of Applied Psychology, 97(3), 651-667.
- Roosyana, R. (2019, March). Penindakan Jual Beli Jabatan seperti Gunung Es. Beritagar.Id.
- Rosen, C. C., Ferris, D. L., Brown, D. J., Chen, Y., & Yan, M. (2014). Perceptions of organizational politics: A need satisfaction paradigm. Organization Science, 25(4), 1026-1055.
- Sharma, S., Durand, R. M., & Gur-Arie, O. (1981). Identification and Analysis of Moderator Variables. Journal of Marketing Research, 18(3), 291-300.
- Streck, C. (2007). The governance of the Clean Development Mechanism: the case for strength and stability. Environmental Liability, 2, 91-100.
- Vigoda, E. (2000). Organizational Politics, Job Attitudes, and Work Outcomes: Exploration and Implications for the Public Sector. Journal of Vocational Behavior, 57(3), 326-347.
- Zedeck, S. (1971). Problems with the use of “moderator” variables. Psychological Bulletin, 76(4), 295-310.
- Zivnuska, S., Kacmar, K. M., Witt, L. A., Carlson, D. S., & Bratton, V. K. (2004). Interactive effects of impression management and organizational politics on job performance An Expectancy Theory Perspective on Organizational. Journal of Organizational Behavior, 25, 627-640.
-
The influence of servant leadership on job satisfaction with individual character as a moderating variable
Bakri Hasanuddin , Mustainah M , Pricylia Chintya Dewi Buntuang doi: http://dx.doi.org/10.21511/ppm.19(1).2021.37Problems and Perspectives in Management Volume 19, 2021 Issue #1 pp. 445-455 Views: 3664 Downloads: 1647 TO CITE АНОТАЦІЯThis study aims to investigate the influence of servant leadership on job satisfaction with individual character as a moderating variable. It used a quantitative approach with multiple linear regression analysis. The population of this study were employees of the Central Sulawesi province industry and trade office. It involved 72 samples selected using a purposive sampling technique. The results showed that servant leadership significantly influence job satisfaction with a value of 82.5%. The most significant factor affecting job satisfaction is wisdom (correlation coefficient = 0.863) in which the higher the wisdom, the higher the job satisfaction. The next factor is persuasive mapping in which the higher the persuasive mapping, the higher the job satisfaction (correlation coefficient = 0.697). Then, it was followed by altruistic calling with the correlation coefficient value of 0.524 in which the higher the altruistic calling, the higher the job satisfaction. The last is emotional healing with a correlation coefficient value of 0.291 in which the higher the emotional healing, the higher the job satisfaction. On the other hand, organizational stewardship is the only factor does not influence the job satisfaction (correlation coefficient = 0.009).
-
Impulse buying behavior among female shoppers: Exploring the effects of selected store environment elements
Vinish P. , Prakash Pinto , Iqbal Thonse Hawaldar , Slima Pinto doi: http://dx.doi.org/10.21511/im.16(2).2020.05Innovative Marketing Volume 16, 2020 Issue #2 pp. 54-70 Views: 2944 Downloads: 1769 TO CITE АНОТАЦІЯThis paper intends to analyze the impact of store layout, ambient factors, and employees on impulsive decision-making among female customers visiting the apparel outlets. The responses were collected through a single-stage mall intercept survey method using a structured questionnaire from 385 respondents in leading apparel stores in selected Tier I and Tier II cities in the state of Karnataka, India. The responses were analyzed using multiple regression analysis. Constructs such as store layout, ambience and employees were found to be significantly positively correlated with impulse buying behavior. The variables largely explain the variation in impulse buying under store ambiance. Except ‘attention to the window display’ and ‘friendly staff’ all other twelve variables considered in the study were found to have significant impact on the impulse buying behavior. Though store ambiance, well-structured layout, and pleasant shopping experience are essential determinants of customer satisfaction, the study results imply that the number of store staff and sales skills are critical aspects of impulse buying in the apparel business and true assets to the retail organization. Additionally, poor customer interaction, staff shortage, and high employee attrition could discourage the store’s revenue generation.
-
Adoption of Mobile Banking and Perceived Risk in GCC
Banks and Bank Systems Volume 13, 2018 Issue #1 pp. 72-79 Views: 2461 Downloads: 571 TO CITE АНОТАЦІЯThe study deals with the adoption of mobile banking services by respondents in UAE and the perception of risk factors by them. A model was developed on the Customer Adoption Process of mobile banking. The model is validated based on the data collected using the questionnaire from a sample of 90 respondents in UAE. Factor analysis is used to evaluate and analyze the responses. Belief in technology and the value it creates are the major driving force for respondents to adopt mobile banking. Respondents perceive that mobile banking helps in proper financial planning due to continuous monitoring the transactions and time saving. Lack of privacy in the mobile banking transactions and not all banks offering mobile banking services in UAE are the major challenges perceived by the respondents for non-adoption of mobile banking. Respondents identify time risk, financial risk and performance risk as the most predominant risk factors compared to other risks in the adoption process.