Perception of organizational politics and employee performance: Antidotal role of impression management
- Author(s)
-
DOIhttp://dx.doi.org/10.21511/ppm.19(1).2021.09
-
Article InfoVolume 19 2021, Issue #1, pp. 103-115
- Cited by
- 1246 Views
-
1180 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
The perception of organizational politics seriously affects working people, and it is an unavoidable detrimental aspect of an organization. Prior studies are focused on the detrimental consequences of perceived organizational politics and not paid attention to its remedial actions. Therefore, proper intervention as a corrective action for the harmful effect of organizational politics perception was essential. Hence, this study was motivated to know: (a) the effect of the perception of organizational politics on employees’ performance, and (b) the mitigating role of impression management (self-promotion and ingratiation) for the detrimental effect of perception of organizational politics on work performance. Perceptual cross-sectional data was taken from 725 employees working in Nepalese banks. Quantitative data analysis revealed that perception of organizational politics has a detrimental impact on employee performance; impression management (self-promotion and ingratiation) worked as an antidote for such effects. The study’s unique findings were a different form of association of perception of organizational politics with work performance under the different situations of impression management (self-promotion and ingratiation). Moreover, those employees were less suffered from the perceived organizational politics who were good in impression management (self-promotion and ingratiation). Impression management (self-promotion and ingratiation) is controlled, as an antidote, comparatively more effectively for the high poli-tics perceiver than the low perceiver. Numbers of theoretical and practical implications are suggested to cure perceived organizational politics’ detrimental outcomes on employee performance.
Acknowledgment
This article is a part of the PhD research work that was funded by the University Grants Commission of Nepal (award number: PhD/73-74/Mgmt/04).
- Keywords
-
JEL Classification (Paper profile tab)M10, M12, M16
-
References47
-
Tables1
-
Figures2
-
- Figure 1. Interactive effect of perception of organizational politics and self-promotion on work performance
- Figure 2. Interactive effect of perception of organizational politics and ingratiation on work performance
-
- Table 1. Regression result testing direct and moderating effects: association of perception of organizational politics, self-promotion, and ingratiation with work performance
-
- Aiken, L. S., & West, S. G. (1991). Multiple regression: Testing and interpreting interactions. Sage Publications, Inc.
- Albrecht, S. L., & Landells, E. M. (2012). Organizational politics and occupational health psychology: A demands-resources perspective. In J. Houdmont, S. Leka, & R. R. Sinclair (Eds.), Contemporary occupational health psychology: Global perspectives on research and practice (pp. 1-18).
- Avolio, B. J. (1999). Full leadership development. Sage Publications, Inc.
- Awang, Z. (2015). SEM made simple: A gentle approach to learning structural equation modelling, Selangor: MPWS Rich Publication Sdn.
- Baron, R. M., & Kenny, D. A. (1986). The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173-1182.
- Bedi, A., & Schat, A. C. H. (2013). Perceptions of organizational politics: A meta-analysis of its attitudinal, health, and behavioural consequences. Canadian Psychology/Psychologie canadienne, 54(4), 246-259.
- Bolino, M. C., & Turnley, W. H. (1999). Measuring impression management in organizations: A scale development based on the Jones and Pittman Taxonomy. Organizational Research Methods, 2(2), 187-206.
- Buchanan, D., & Badham, R. (2008). Power politics and organizational change: Winning the turf game. Sage Publications, Inc.
- Chang, C. H., Rosen, C. C., & Levy, P. E. (2009). The relationship between perceptions of organizational politics and employee attitudes, strain, and behavior: A meta-analytic examination. Academy of Management Journal, 52(4), 779-801.
- Cho, J. C., & Lee, J. W. (2012). Performance management and trust in Supervisors. Review of Public Personnel Administration, 32(3), 236-259.
- Cohen, J., & Cohen, P. (1983). Applied multiple regressions: Correlation analysis for the behavioral sciences. Erlbaum.
- Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874-900.
- Ferris, G. R., & Hochwarter, W. A. (2011). Organizational politics. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology. Maintaining, expanding, and contracting the organization (pp. 435-459).
- Ferris, G. R., & Kacmar, K. M. (1992). Perceptions of organizational politics. Journal of Management, 18(1), 93-116.
- Ferris, G. R., Frink, D. D., Galang, M. C., Zhou, J., Kacmar, K. M., & Howard, J. L. (1996). Perceptions of organizational politics: Prediction, stress-related implications, and outcomes. Human relations, 49(2), 233-266.
- Ferris, G., Russ, G., & Fandt, P. (1989). Politics in organizations. In R. Giacalone & P. Rosenfeld (Eds.), Impression management in the organization (pp. 143-170). Lawrence Erlbaum.
- Ferris, G. R., Harrell-Cook, G., & Dulebohn, J. H. (2000). Organizational politics: The nature of the relationship between politics perceptions and political behavior. In Research in the sociology of organizations: Research in the sociology of organizations (pp. 89-130). Emerald Group Publishing Limited.
- Gaskin, J. & Lim, J. (2016). Model fit measures: AMOS plugin. Gaskination’s statwiki.
- Gaskin, J. (2011, March 25). Multivariate outliers. YouTube.
- Gaskin, J. (2012, January 30). Imputing factor scores in AMOS. YouTube.
- Ghosh, P., Rai, A., & Sinha, A. (2014). Organizational justice and employee engagement. Personnel Review, 43(4), 628-652.
- Hair, J., Black, W., Babin, B., & Anderson, R. (2010). Multivariate data analysis (7th ed.). Prentice-Hall, Inc.
- Harrell-Cook, G., Ferris, G. R., & Dulebohn, J. H. (1999). Political behaviors as moderators of the perceptions of organizational politics–work outcomes relationships. Journal of Organizational Behavior, 20(7), 1093-1105.
- Hill, S. E., Thomas, A. L. E., & Meriac, J. P. (2016). Political behaviors, politics perceptions and work outcomes: Moving to an experimental study. In E. Vigoda-Gadot & A. Drory (Eds.), Handbook of organizational politics: Looking back and the future (pp. 369-400). Edward Elgar Publishing.
- Hochwarter, W. (2003). The interactive effects of pro-political behavior and politics perceptions on job satisfaction and affective commitment. Journal of Applied Social Psychology, 33(7), 1360-1378.
- Hochwarter, W. A. (2012). The positive side of organizational politics. In G. R. Ferris & D. C. Treadway (Eds.), SIOP organizational frontiers series. Politics in organizations: Theory and research considerations (pp. 27-65). Routledge/Taylor & Francis Group.
- Hochwarter, W. A., James, M., Johnson, D., & Ferris, G. R. (2004). The interactive effects of politics perceptions and trait cynicism on work outcomes. Journal of Leadership & Organizational Studies, 10(4), 44-57.
- Hochwarter, W. A., Kolodinsky, R. W., Witt, L. A., Hall, A. T., Ferris, G. R., & Kacmar, K. M. (2006). Competing perspectives on the role of understanding in the politics perceptions – job performance relationship: A test of the “antidote” versus “distraction” hypotheses. In E. Vigoda-Gadot, & A. Drory (Eds.), Handbook of organizational politics (pp. 271-285). Edward Elgar Publishing, Inc.
- ILO. (2008). Connecting skills development to productivity and employment growth in developing and developed countries. [International laborlevel conference, 97th session ILO].
- Kacmar, K. M., & Ferris, G. R. (1991). Perceptions of organizational politics scale (POPS): Development and construct validation. Educational and Psychological Measurement, 51(1), 193-205.
- 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.
- Kumar, P., & Ghadially, R. (1989). Organizational politics and its effects on members of organizations. Human Relations, 42(4), 305-315.
- Lewin, K. (1936). Principles of topological psychology. Mcgraw-Hill.
- March, J. G. (1962). The business firm as a political coalition. Journal of Politics, 24, 662-678.
- May, T. Y. M., Korczynski, M., & Frenkel, S. J. (2002). Organizational and occupational commitment: Knowledge workers in large corporations. Journal of Management Studies, 39(6), 775-801.
- 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.
- Mintzberg, H. (1983). Power in and around organizations. Prentice Hall.
- Parker, C. P., Dipboye, R. L., & Jackson, S. L. (1995). Perceptions of organizational politics: An investigation of antecedents and consequences. Journal of Management, 21(5), 891–912.
- Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879-903.
- Randall, M. L., Cropanzano, R., Bormann, C. A., & Birjulin, A. (1999). Organizational politics and organizational support as predictors of work attitudes, job performance, and organizational citizenship behavior. Journal of Organizational Behavior, 20(2), 159-174.
- Rosen, C. C., & Levy, P. E. (2013). Stresses, swaps, and skill: An investigation of the psychological dynamics that relate work politics to employee performance. Human Performance, 26(1), 44-65.
- Rosen, C. C., Levy, P. E., & Hall, R. J. (2006). Placing perceptions of politics in the context of the feedback environment, employee attitudes, and job performance. Journal of Applied Psychology, 91(1), 211-220.
- Sutton, R., & Kahn, R. L. (1986). Prediction, understanding, and control as antidotes to organizational stress. In J. Lorsch (Ed.), Handbook of Organizational Behavior (pp. 272-285). Prentice-Hall.
- Syrek, C. J., Apostel, E., & Antoni, C. H. (2013). Stress in highly demanding IT jobs: Transformational leadership moderates the impact of time pressure on exhaustion and work–life balance. Journal of Occupational Health Psychology, 18(3), 252-261.
- Valle, M., & Perrewe, P. (2000). Do politics perceptions relate to political behaviors? Human Relations, 53(3), 359-386.
- 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.
- Vigoda, E., & Cohen, A. (2002). Influence tactics and perceptions of organizational politics: A longitudinal study. Journal of Business Research, 55(4), 311-324.
-
Impact of organizational politics on proactive behavior of government employees: the moderating role of self-efficacy
Fauzan Ali Rasyid
,
M. Sandi Marta 
doi: http://dx.doi.org/10.21511/ppm.18(1).2020.33
Problems and Perspectives in Management Volume 18, 2020 Issue #1 pp. 385-393 Views: 1592 Downloads: 305 TO CITE АНОТАЦІЯIn 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.
-
Impact of person-environment fit on innovative work behavior: Mediating role of work engagement
Ganesh Bhattarai ,
Prem Bahadur Budhathoki
doi: http://dx.doi.org/10.21511/ppm.21(1).2023.34
Problems and Perspectives in Management Volume 21, 2023 Issue #1 pp. 396-407 Views: 553 Downloads: 253 TO CITE АНОТАЦІЯOrganizations 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 < .001) and person-organization fit (B = .20, p < .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.
-
Financial literacy among management students: Insights from universities in Nepal
Khom Raj Kharel ,
Yadav Mani Upadhyaya ,
Bisna Acharya ,
Dhruba Kumar Budhathoki ,
Achyut Gyawali
doi: http://dx.doi.org/10.21511/kpm.08(1).2024.05
Knowledge and Performance Management Volume 8, 2024 Issue #1 pp. 63-73 Views: 449 Downloads: 439 TO CITE АНОТАЦІЯThis study aims to examine the degree of financial literacy and practices of financial knowledge among MBA students in Nepal. Four prominent universities were selected for study: Tribhuvan University, Kathmandu University, Pokhara University, and Purbanchal University. The descriptive and analytical research approach was applied to analyze the data. Data were collected through questionnaires from 320 students by using convenience and stratified sampling methods. The analysis was conducted using the SPSS software system. The results highlight the complex interplay of factors influencing financial behavior and literacy among MBA students, emphasizing the importance of education, familial influence, and media exposure in shaping financial attitudes and decision-making. The study delves into several key aspects of financial behavior, influence, attitude, literacy, and knowledge sources among MBA students. Notably, respondents displayed positive financial behaviors such as reading for knowledge enhancement and prudent spending practices. Parental influence emerged as the most significant factor shaping financial decisions, followed by media and internet exposure. Respondents generally exhibited a favorable financial outlook and demonstrated understanding in various financial literacy domains, though areas for improvement, particularly in investment risk comprehension, were identified. The study shows how education, family influence, and media exposure affect MBA student’s financial think, how people handle finance, like their education and where they get information from. This is seen as reflected in financial literacy scores ranging from 1.43 to 3.86, with an average of 2.405 and a standard deviation of 0.449, suggesting below-average scores and reduced unpredictability.
