Situational antecedents and outcomes of organizational politics perceptions

Abstract

A model of perceptions of organizational politics was developed and tested using a sample of 208 Malaysian employees from diverse occupations and organizations. Results of a path analysis on the survey data showed that job ambiguity, scarcity of resources, and trust climate were significant predictors of perceptions of organizational politics. Perceptions of organizational politics, in turn, mediated the effects of these situational antecedents on job stress, job satisfaction, and turnover intention. Specifically, employees who perceived a high level of politics in their workplace reported higher levels of stress, lower levels of job satisfaction, and higher levels of intention to quit than did employees who perceived a low level of politics. Implications of the findings and suggestions for future research are discussed.

Citation

Poon, J.M.L. (2003), "Situational antecedents and outcomes of organizational politics perceptions", Journal of Managerial Psychology, Vol. 18 No. 2, pp. 138-155. https://doi.org/10.1108/02683940310465036

Download as .RIS