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Turek D. Does organisational politics always hurt employee performance? Moderating–mediating model. BALTIC JOURNAL OF MANAGEMENT 2022. [DOI: 10.1108/bjm-09-2021-0338] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeDrawing on the job demands-resources theory, this study investigates the mediating role of job satisfaction and the moderating roles of abusive supervision and perceived organisational support (POS) in the relationship between perception of organisational politics (POP) and employee job performance. This study hypothesised that employees with high POS and low abusive supervision can function effectively even in organisations with a high level of organisational politics.Design/methodology/approachThe study was conducted anonymously on 408 employees, from companies operating in Poland which were completed using the computer-assisted telephone interview method. Statistical verifications of the moderation and mediation analyses were conducted with PROCESS macro.FindingsThe results showed that a high level of POP does not diminish employee performance when employees perceive low levels of abusive supervision and a high level of POS. Furthermore, the results revealed that job satisfaction mediates between POP and employee performance.Originality/valueThis study integrated research on politics, abusive supervision and POS to examine the collective impact of these variables on employee performance. The findings have important implications in terms of the potential buffering that can be applied to reduce the negative impacts resulting from POP.
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Ellen BP, Maher LP, Hochwarter WA, Ferris GR, Kiewitz C. Perceptions of organizational politics: A restricted nonlinearity perspective of its effects on job satisfaction and performance. APPLIED PSYCHOLOGY-AN INTERNATIONAL REVIEW-PSYCHOLOGIE APPLIQUEE-REVUE INTERNATIONALE 2021. [DOI: 10.1111/apps.12347] [Citation(s) in RCA: 4] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/28/2022]
Affiliation(s)
- B. Parker Ellen
- Management and Information Systems Mississippi State University Starkville Mississippi USA
| | - Liam P. Maher
- Department of Management Boise State University Boise Idaho USA
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Perceived organizational politics and turnover intentions: critical roles of social adaptive behavior and emotional regulation skills. JOURNAL OF MANAGEMENT & ORGANIZATION 2021. [DOI: 10.1017/jmo.2021.26] [Citation(s) in RCA: 5] [Impact Index Per Article: 1.7] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/07/2022]
Abstract
Abstract
With a basis in conservation of resources theory, this study investigates how social adaptive behavior might mediate the relationship between employees' perceptions of organizational politics and their turnover intentions, as well as a buffering role of their emotional regulation skills as a critical personal resource. Data collected from employees in the food sector reveal that beliefs about dysfunctional political games spur turnover intentions, driven by employees' unwillingness to adjust themselves to the actions of their organizational colleagues. This mediating role of social adaptive behavior, or its lack, is less salient when employees have a greater ability to control their own emotions though. For organizations, this study accordingly pinpoints a key mechanism—a reluctance to accommodate other members' preferences—by which perceived organizational politics can escalate into a desire to leave the organization. It also reveals how this mechanism can be better contained by employees' ability to remain calm, even in difficult situations.
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Duan J, Xu Y, Wang X, Wu C, Wang Y. Voice for oneself: Self‐interested voice and its antecedents and consequences. JOURNAL OF OCCUPATIONAL AND ORGANIZATIONAL PSYCHOLOGY 2020. [DOI: 10.1111/joop.12334] [Citation(s) in RCA: 9] [Impact Index Per Article: 2.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/28/2022]
Affiliation(s)
- Jinyun Duan
- School of Psychology and Cognitive Science East China Normal University Shanghai China
| | - Yue Xu
- International Business School Suzhou Xi’an Jiaotong‐Liverpool University Suzhou China
| | - Xiaotian Wang
- School of Psychology and Cognitive Science East China Normal University Shanghai China
| | - Chia‐Huei Wu
- Leeds University Business School University of Leeds UK
| | - Ying Wang
- School of Management RMIT University Melbourne Victoria Australia
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Jordan S, Hochwarter W, Palmer J, Daniels S, Ferris GR. Supervisor narcissistic rage: political support as an antidote. JOURNAL OF MANAGERIAL PSYCHOLOGY 2020. [DOI: 10.1108/jmp-08-2019-0474] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeThis research examines how perceived supervisor political support (SPS) moderates the relationship between perceived supervisor narcissistic rage (SNR) and relevant employee work outcomes.Design/methodology/approachAcross three studies (Study 1: 604 student-recruited working adults; Study 2: 156 practicing lawyers: Study 3: 161 municipality employees), employees provided ratings for SPS, SNR and ratings of their job satisfaction, organizational citizenship behavior (OCB), depressed work mood and work neglect.FindingsResults supported the authors’ argument that SPS moderates the relationship between SNR and work outcomes. Specifically, SNR was associated with unfavorable outcomes only when SPS was low. When SPS was high, SNR had little effect on job satisfaction, OCBs, depressed mood and neglect.Research limitations/implicationsResults affirm that supervisor characteristics considered toxic do not always provoke adverse reactions when considering other leader features simultaneously.Practical implicationsSupervisors capable of offering political support can positively influence subordinate attitudes, behaviors and well-being even when other aspects of their personality potentially initiate antagonism.Originality/valueThis study is the first to examine SNR features and informal support activities concurrently.
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Palmer JC, Hochwarter WA, Ma S(S, Ferris GR, Kiewitz C. Self-regulation failure as a moderator of the pops–work outcomes relationships. CAREER DEVELOPMENT INTERNATIONAL 2020. [DOI: 10.1108/cdi-04-2020-0085] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.8] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeDrawing upon cognitive control theory, we examine the effects of self-regulation failure (SRF) on the relationships between perceptions of organizational politics (POPs) and tension, exhaustion, satisfaction, work effort, perceived resource availability and performance/contribution.Design/methodology/approachWe test hypotheses across three unique studies (Study 1: 310 employees from various occupations; Study 2: 124 administrative/support employees; Study 3: 271 Chinese hotel managers) using hierarchical moderated regression analyses.FindingsAcross studies, results suggest that POPs had a minimal impact on work attitudes, behaviors and health-related outcomes when SRF was low. However, employees experiencing high SRF reported adverse consequences in high POPS settings.Research limitations/implicationsThese studies relied on self-report data. However, we implemented design features to mitigate potential concerns and analytic techniques to determine method effects. This paper contributed to the POPs literature by explaining how SRF and POPs interact to impact meaningful work outcomes.Practical implicationsLeaders should receive training to help them identify and address indicators of SRF. Leaders can also implement intervention programs to help calm employees who experience SRF.Social implicationsLeaders should receive training to help them identify and address indicators of SRF. Leaders can also implement programs to help assist employees who demonstrate adverse effects from SRF.Originality/valueThis paper integrates the research on SRF and politics to examine the collective impact these variables have on workers. Our three-study package also addresses the call for more studies to examine how politics operate across cultures.
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Jordan SL, Hochwarter WA, Ferris GR, Ejaz A. Work grit as a moderator of politics perceptions. CAREER DEVELOPMENT INTERNATIONAL 2018. [DOI: 10.1108/cdi-09-2018-0247] [Citation(s) in RCA: 8] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to test the interactive effects of grit (e.g. supervisor and employee) and politics perceptions on relevant work outcomes. Specifically, the authors hypothesized that supervisor and employee grit would each demonstrate neutralizing effects when examined jointly.
Design/methodology/approach
Three studies (N’s=526, 229, 522) were conducted to test the moderating effect across outcomes, including job satisfaction, turnover intentions, citizenship behavior and work effort. The authors controlled for affectivity and nonlinear main effect terms in Studies 2 and 3 following prior discussion.
Findings
Findings across studies demonstrated a unique pattern differentiating between grit sources (i.e. employee vs supervisor) and outcome characteristic (i.e. attitudinal vs behavioral). In sum, both employee and supervisor grit demonstrated neutralizing effects when operating in politically fraught work settings.
Research limitations/implications
Despite the single source nature of data collections, the authors took steps to minimize potential biasing factors (e.g. time separation, including affectivity). Future research will benefit from multiple sources of data as well as a more expansive view of the grit construct.
Practical implications
Work contexts have grown increasingly more political in recent years primarily as a result of social and motivational factors. Hence, the authors recommend that leaders investigate factors that minimize its potentially malignant effects. Although grit is often challenging to cultivate through interventions, selection and quality of work life programs may be useful in preparing workers to manage this pervasive source of stress.
Originality/value
Despite its practical appeal, grit’s impact in work settings has been under-studied, leading to apparent gaps in science and leadership development. Creative studies, building off the research, will allow grit to maximize its contributions to both scholarship and employee well-being.
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