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This paper aims to propose and test a research model that investigates work engagement as a mediator of the effects of perceptions of organizational politics on affective organizational commitment, extra‐role performance, and turnover intentions.

Data were gathered from a sample of 231 full‐time frontline employee‐supervisor dyads in Iran. The relationships in the model were tested using LISREL 8.30 through structural equation modeling.

The results show that the fully‐mediated model provides a better fit to the data than does the partially mediated model and further indicate that work engagement acts as a full mediator of the impacts of perceptions of organizational politics on affective organizational commitment, extra‐role performance, and turnover intentions.

In future studies testing the effects of challenge and hindrance demands simultaneously on work engagement would be useful. Replication studies with larger sample sizes in different hospitality settings in Iran as well as other developing countries in the Middle East are in order to cross‐validate the findings.

Providing training programs could make employees cope with difficulties associated with other hindrance demands and their potential effects on organizational politics. In training programs employees can be motivated to speak up when they observe the root causes of organizational politics and unfair decisions in the workplace. This is important, because having a transparent work environment establishes trust between managers and employees. In addition, top management of the hotels should devise new policies and procedures that would minimize the possibility of political decisions.

Empirical research regarding the relationships among perceptions of organizational politics, work engagement, and hotel employee outcomes in the hospitality management and marketing literature is sparse. This study partially fills in this void by investigating the mediating role of work engagement via data obtained in the Iranian hotel industry.

The purpose of this study is to explore the mediating effect of moral disengagement in the relationship between mindfulness and unethical behaviors. The authors also explored the moderating effect of perceptions of politics on the mediational chain.

The authors administrated time-lagged surveys at two time periods separated by six weeks. Respondents were 206 full-time employees working in the USA. Hierarchical, moderated multiple regression analyzes were used to test the mediation and moderation effects.

Results showed that mindfulness reduced destructive deviant behavior and unethical pro-organizational behavior through moral disengagement and the mediation effects were weaker when employees’ perceptions of politics were stronger.

The results indicate that mindfulness and perceptions of organizational politics combine to have profound impacts on employee unethical behaviors. Organizations seeking to minimize the occurrence of deviance and unethical behaviors may do well to support employee mindfulness and as well as minimizing organizational politics. The findings suggest that the political context has a negative impact on even the behavior of mindful employees. Therefore, building mindfulness while simultaneously reducing politics are equally important goals.

Our study extends the theoretical development of mindfulness research by examining the interactive effects of perceptions of organizational politics and mindfulness and broadens the theoretical rationale for explaining the linkages between mindfulness and unethical behaviors.

This paper reports on two separate studies (S1, n = 169; S2, n = 224) that were designed to examine the relationship between organizational image, perceptions of workplace politics, and an additional set of job related variables (i.e. job satisfaction, organizational commitment, and job autonomy). The paper suggests that perceptions of politics have never been examined in relation to organizational image, despite the fact that both concepts are closely related to more general ideas of climate and atmosphere in and around the workplace. For this purpose, a structural equation modeling with LISREL 8.30 was used to compare three alternative models in each of the studies. Findings reveal that the first model, where perceptions of politics function as antecedents of satisfaction and commitment that have an impact on organizational image, fitted the data best. The article concludes that perceptions of politics may have an important initial impact on the formation of organizational image via other job attitudes. Relevant implications for future studies in this area are discussed.

This study aims to examine perceptions of politics among public sector employees as a possible mediator between the supervisor's leadership style and formal and informal aspects of employees' performance (Organizational Citizenship Behavior – OCB).

The Multifactor Leadership Questionnaire (MLQ) was distributed to employees of a public security organization in Israel (N=201), asking them to evaluate their supervisor's style of leadership. Employees were also asked to report their perceptions of organizational politics using the scale developed by Kacmar and Ferris. In addition, supervisors provided objective evaluations of the levels of their employees' in‐role performance and OCB. The intra‐structure of the leadership variable was examined by exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) with structural equation modeling. Two alternative models were examined: first, a model of mediation and second, a direct model with no mediation.

The research resulted in mixed findings that only partially support the mediating effect of organizational politics on the relationship between leadership, in‐role performance and OCB. A direct relationship between leadership and performance (in‐role and OCB) was also found.

The differences between the models do not allow clear answers as to the mediating or direct effect of organizational politics in the relationship between leadership and performance. The implications on causality are also limited.

Managers should recognize the advantages and disadvantages of different leadership styles as these may affect organizational politics and eventually, formal performance and organizational citizenship behaviors.

The findings of this paper contribute to the understanding of the relationships between leadership, performance, and politics in the workplace and in the public sector in particular.

The purpose of this paper is to inspect the influence of organizational climate on the social desirability of political behaviour of employees. It also examines perception of politics and perceived behavioural choice as the underlying mechanisms that mediate the relationship between organizational climate and social desirability of political tactics. Finally, the paper studies the influence of desirability of politics on frequency of use of political tactics.

The study uses data (n = 234) collected from a large public sector organization in India. The inter-relationships are tested empirically using structural equation modelling.

The findings suggest that organizational climate significantly influences the social desirability of political tactics such that positive climate leads to lower social desirability of political tactics. Also, perception of politics and perceived behavioural choice mediate the relationship between organizational climate and desirability of political tactics. Finally, the social desirability of political tactics positively and significantly influences frequency of political tactics used.

Because of the nature of the study, generalization must be made with caution since it has been conducted in an Indian public sector organization, and errors due to measurement method could be present. The study provides a better understanding of the relationship between organizational climate and political behaviour and clarifies the mediating role of perception of politics and behavioural choices. It also elucidates the need for organizations to accept the active role of employees in determining the nature of workplace politics.

The study establishes political perceptions and perceived behavioural choice as important mediators between climate and political behaviour, fostering in-depth research into the environmental aspects of public sector organizations. It also establishes employees as autonomous members of the organization who make political choices by taking into account their organizational contexts, a concept much newer to highly formalized and codified public sector organizations.

Large-scale organizational change, such as seen through mergers and acquisitions, CEO succession, and corporate entrepreneurship, sometimes is necessary in order to allow firms to be competitive. However, such change can be unsettling to existing employees, producing considerable uncertainty, conflict, politics, and stress, and thus, must be managed very carefully. Unfortunately, to date, little research has examined the relationships among change efforts, perceptions of political environments, and employee stress reactions. We introduce a conceptual model that draws upon sensemaking theory and research to explain how employees perceive and interpret their uncertain environments, the politics in them, and the resulting work stress, after large-scale organizational change initiatives. Implications of our proposed conceptualization are discussed, as are directions for future research.

The purpose of this paper is to investigate the mediating role of perceptions of organizational politics between leadership style, on the one hand and performance, commitment and organizational citizenship behavior (OCB) on other hand.

A multifactor questionnaire was distributed among public employees of Pakistan (n=271). They were asked about their head of department's leadership style and perception of politics in the organization. In addition to this in‐role performance, commitment and OCB were also examined. The confirmatory factor analysis (CFA) was analyzed with structure equation modeling and exploratory factor analysis (EFA) were analyzed for intra structure of the leadership variables. Two models were examined: first, with the mediation role and second,without the mediation role.

A partial mediation of leadership style was found with commitment and OCB. Organizational politics was found to be negatively related with the behavioral outcomes (i.e. commitment, in‐role performance and OCB).

The models do not show clear results of mediation or the direct effect of politics between leadership styles on one hand and commitment, performance and OCB on other hand.

Managers and heads of departments should know about the merits and demerits of leadership styles, as these may affect the political behavior which ultimately damages the performance, commitment and OCB.

The findings of the present study will contribute to existing literature regarding leadership and politics.

The purpose of this paper is to investigate the mediating role of perceived organizational politics on the relationship between electronic human resource management (e-HRM) use and e-HRM macro-level consequences.

The paper uses a cross-sectional survey of HR professionals, line managers and information technology specialists. A purposive stratified sampling technique is employed. The analyses of data make use of regression and process macro in SPSS analysis.

The effect of e-HRM use on e-HRM macro-level consequences is partially mediated by perceived organizational politics.

Organizations can invest in e-HRM use alongside other HR practices such as, emotional intelligence training, to reduce the negative effects of perceived organizational politics and in the process enhance employee attitudes and performance.

The study enriches the scope through which the interaction between e-HRM use and perceived organizational politics is viewed. The study was conducted in Zimbabwe, demonstrating that the indirect effect of e-HRM use on e-HRM macro-level consequences is not limited to developed economies.

Recent changes in the economy have altered both the internal and external operations of organizations. In response to the economic downturn, organizations have been forced to dramatically change their work practices and processes. Such practices inevitably create concern for employees as resources become more scarce, rewards and processes become more uncertain, and the marketplace becomes more competitive. To avoid these stressful situations and survive within their organizations, workers have to become more flexible and responsive. However, the specific ways in which the economic downturn will affect worker well-being has yet to be determined. In this chapter, we propose an integrative model of the politics– stress relationship and demonstrate the key role played by economic conditions.

Work environments, which are widely acknowledged to exert strong influences on employee attitudes and behavior, have been studied since the initiation of formal work entities. Over this time, scholars have identified myriad impactful internal and external factors. Absent though are investigations examining economic downturns despite their acknowledged pervasiveness and destructive effects on worker performance and well-being. To address this theoretical gap, a multistage model acknowledging the impact of recessions on workplace responses, response effects, and environmental considerations is proposed. Inherent in this discussion is the role of economic decline on reactive change processes, the nature of work, and the structure and design of organizations. These significant changes affect employee attitudes and behaviors in ways that increase the political nature of these work environments. Organizational factors and employee responses to heightened recession-driven politics are discussed. Additionally, theoretically relevant intervening variables capable of influencing work outcomes are described. The chapter is concluded by discussing the implications of this theoretical framework as well as directions for future research.