Perception of organizational politics and employee performance: Antidotal role of impression management
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DOIhttp://dx.doi.org/10.21511/ppm.19(1).2021.09
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Article InfoVolume 19 2021, Issue #1, pp. 103-115
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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).
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JEL Classification (Paper profile tab)M10, M12, M16
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References47
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Tables1
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Figures2
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- 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
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- Table 1. Regression result testing direct and moderating effects: association of perception of organizational politics, self-promotion, and ingratiation with work performance
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Impact of organizational politics on proactive behavior of government employees: the moderating role of self-efficacy
Fauzan Ali Rasyid
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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.
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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.
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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: 448 Downloads: 438 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.
