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Article
Publication date: 26 April 2011

Sabbir Rahman, Bashir Hussain and Ahasanul Haque

The purpose of this paper is to study the impact of organizational politics on the performance of readymade garments employees in Bangladesh. The other purpose is to…

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Abstract

Purpose

The purpose of this paper is to study the impact of organizational politics on the performance of readymade garments employees in Bangladesh. The other purpose is to empirically test the hypothesized relationship of the research framework. This study also highlighted some propositions to guide future empirical research.

Design/methodology/approach

The survey instrument was administered on 250 employees. This paper develops a measure for exploring the organizational politics on employees' performances included with employees' commitment as a mediating variable. Exploratory factor analysis (EFA) was used to extract and test the key influential attributes on the basis of data of total samples respectively. Structural equation model was also used to define the structure of influencing attributes and to measure the degree of impact for each attribute on the employees' performances.

Findings

The result shows that the organizational politics affect most significantly towards employees' commitment and as a consequence affect on employees' performances as well. On the other hand organizational politics does not have any significant impact on employees' performance.

Research limitations/implications

This research used convenience sampling procedure which is the main limitation of this study. Future studies could use stratified random sampling procedure with more samples. On the other hand the EFA is difficult to generalize to a larger audience, and there was a lack of experimental control for the questionnaire investigation, so the quality of questionnaire cannot be ensured.

Practical implications

It is hoped that the findings of this study will assist the government, NGO and garment industry owners to better understand their employees.

Originality/value

The added value of this paper is to link theory and practice, and explore the organizational politics and employees' performance. Few studies have conducted over the years under this perspective in the Bangladeshi environment. Moreover, this is a relatively new issue that remains largely under researched given the developing country perspective.

Details

Business Strategy Series, vol. 12 no. 3
Type: Research Article
ISSN: 1751-5637

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Article
Publication date: 14 August 2007

Eran Vigoda‐Gadot

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…

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21476

Abstract

Purpose

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).

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Originality/value

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.

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Article
Publication date: 8 March 2013

Talat Islam, Saif ur Rehman and Ishfaq Ahmed

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

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2773

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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).

Research limitations/implications

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.

Practical implications

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.

Originality/value

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

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Article
Publication date: 17 June 2019

Chieh-Peng Lin, Na-Ting Liu, Chou-Kang Chiu, Kuang-Jung Chen and Ni-Chen Lin

The purpose of this paper is to develop and test a model of team performance by applying social exchange and social capital perspectives in a single model setting. It…

Abstract

Purpose

The purpose of this paper is to develop and test a model of team performance by applying social exchange and social capital perspectives in a single model setting. It hypothesizes that team performance is indirectly affected by politics through leader–member capitalization (LMC) and by ethical leadership through leader–member exchange (LMX). Meanwhile, team identification is hypothesized to moderate the relationships between politics and LMC and between ethical leadership and LMX.

Design/methodology/approach

The hypotheses of this study were empirically tested using a survey of work teams from the banking and insurance industry in Taipei, Taiwan.

Findings

The relationship between team performance and ethical leadership is fully mediated by LMX, while the indirect relationship between team performance and politics is mediated via both LMC and LMX. Team identification positively moderates the relationship between ethical leadership and LMX.

Originality/value

This study is one of the few to examine the mediating roles of LMC and LMX simultaneously in team performance development. This study provides several key findings that complement the existing literature by evaluating fresh associations among LMC, LMX and their determinants and moderator.

Details

Personnel Review, vol. 48 no. 5
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 6 November 2017

Massimo Garbuio and Dan Lovallo

Whether an organization’s political behaviour is positively related to its performance has been a long-standing question. Most studies elaborating on this issue, although…

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1151

Abstract

Purpose

Whether an organization’s political behaviour is positively related to its performance has been a long-standing question. Most studies elaborating on this issue, although rich in detail, primarily have been limited to case studies, apart from a niche set of studies in international business. This study aims to explore this question through a survey study of managers and executives from around the world, across a range of industries.

Design/methodology/approach

The study explores the link between politics, the ability of a firm to speedily reach the market and its growth rate through a study of 382 executives from across the world. It also investigates alternative explanations of slow speed to market due to power centralization, decision-making layers and conflict.

Findings

The results show that politics – the observable but often covert actions through which executives influence internal decisions – has a direct negative effect on a firm’s ability to reach the market first and on its growth rate. That is, not only is politics time-consuming but it may also have a detrimental impact on the selection of the best growth opportunities.

Originality/value

Politics does have a negative impact on growth; it slows down a firm’s growth and its ability to reach the market. This study eliminates possible alternative explanations of a slow pace to market: slower companies are not so because they have too many decision-making layers but because they use consultative processes in resource-allocation decisions, or because of conflict.

Details

Review of International Business and Strategy, vol. 27 no. 4
Type: Research Article
ISSN: 2059-6014

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Article
Publication date: 3 July 2020

Md. Shamsul Arefin, Md. Shariful Alam, Nazrul Islam and Mateusz Molasy

Researchers have shown increasing interest, in recent times, in organizational politics and how it affects employees and organizations. This paper aims to investigate how…

Abstract

Purpose

Researchers have shown increasing interest, in recent times, in organizational politics and how it affects employees and organizations. This paper aims to investigate how perceived organizational politics (POPS) impact employee behaviors such as task performance, organizational citizenship and turnover intention, by affecting work-family conflict.

Design/methodology/approach

A sample of 287 full-time frontline hotel employees in Bangladesh was collected. A hierarchical regression analysis was applied to test the hypotheses. Data were analyzed using SPSS and AMOS software.

Findings

The results show that work–family conflict plays a mediating role in the indirect effect of POPS on task performance, organizational citizenship behavior (OCB) and turnover intention. The findings of the study also suggest that POPS has a positive association with work–family conflict and turnover intention, and negative association with task performance and OCB.

Research limitations/implications

This study cannot confirm causal inference, which can be the scope for future studies.

Practical implications

Managers may design the work environment in ways that ensure work and family interface and employee retention. Training programs can help employees deal with organizational politics and potential impact on work and nonwork problems. Managers should provide employees with the necessary support to sustain in-role and extra-role behavior in the political environment.

Originality/value

To the best of our knowledge, no prior studies have been carried out with this scope in the South Asian context.

Details

South Asian Journal of Business Studies, vol. 9 no. 3
Type: Research Article
ISSN: 2398-628X

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Book part
Publication date: 19 August 2021

Diane A. Lawong, Gerald R. Ferris, Wayne A. Hochwarter and John N. Harris

Work environments, which are widely acknowledged to exert strong influences on employee attitudes and behavior, have been studied since the initiation of formal work…

Abstract

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.

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Article
Publication date: 1 June 2004

June M.L. Poon

There is evidence that performance ratings are often manipulated for political purposes. The present study examined the effects of employees' perceptions of political…

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27262

Abstract

There is evidence that performance ratings are often manipulated for political purposes. The present study examined the effects of employees' perceptions of political motives in performance appraisal on their job satisfaction and intention to quit using survey data from an occupationally heterogeneous sample of white‐collar employees (N=127) from various organizations. Regression analysis results indicated that when employees perceived performance ratings to be manipulated because of raters' personal bias and intent to punish subordinates they expressed reduced job satisfaction that, in turn, led to greater intentions to quit their jobs. Manipulations of ratings for motivational purposes, however, had no effect on job satisfaction and turnover intention.

Details

Personnel Review, vol. 33 no. 3
Type: Research Article
ISSN: 0048-3486

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Book part
Publication date: 24 July 2020

Wayne A. Hochwarter, Ilias Kapoutsis, Samantha L. Jordan, Abdul Karim Khan and Mayowa Babalola

Persistent change has placed considerable pressure on organizations to keep up or fade into obscurity. Firms that remain viable, or even thrive, are staffed with…

Abstract

Persistent change has placed considerable pressure on organizations to keep up or fade into obscurity. Firms that remain viable, or even thrive, are staffed with decision-makers who capably steer organizations toward opportunities and away from threats. Accordingly, leadership development has never been more critical. In this chapter, the authors propose that leader development is an inherently dyadic process initiated to communicate formal and informal expectations. The authors focus on the informal component, in the form of organizational politics, as an element of leadership that is critical to employee and company success. The authors advocate that superiors represent the most salient information source for leader development, especially as it relates to political dynamics embedded in work systems. The authors discuss research associated with our conceptualization of dyadic political leader development (DPLD). Specifically, the authors develop DPLD by exploring its conceptual underpinnings as they relate to sensemaking, identity, and social learning theories. Once established, the authors provide a refined discussion of the construct, illustrating its scholarly mechanisms that better explain leader development processes and outcomes. The authors then expand research in the areas of political skill, political will, political knowledge, and political phronesis by embedding our conceptualization of DPLD into a political leadership model. The authors conclude by discussing methodological issues and avenues of future research stemming from the development of DPLD.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-80043-076-1

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Article
Publication date: 17 April 2020

Amit Dhiman

This paper delineates the distinctive nature of appraisal politics perceptions (referenced to organizational politics) experienced by appraisees (APAP) as a form of…

Abstract

Purpose

This paper delineates the distinctive nature of appraisal politics perceptions (referenced to organizational politics) experienced by appraisees (APAP) as a form of hindrance work stressor that is more episodic than chronic, salient during the PA rating and reward decisions. The study argues and attempts to establish empirically that due to its distinct nature, it causes both short-term episodic strain and long-term chronic strain. Further, the study investigates the distinctive role played by appraisee's hard and soft influence behaviour as a coping mechanism moderating the influence of APAP as a stressor on strain variables in Indian organizational context that ferments politics.

Design/methodology/approach

The data was collected using self-reports from 407 employees in Indian organizations using survey method. Multivariate analyses including moderating tests were used for testing the hypotheses.

Findings

Only the episodic components of the APAP-appraiser's rating politics and pay and promotion politics were significantly related to anxiety felt by appraisees during PA – an episodic measure of strain. All three APAP components were significantly related to the chronic strain measure of dissatisfaction. There was modest support for the role of influence tactics (IT) as a coping mechanism attenuating the negative relation of APAP with the dissatisfaction variables as chronic strain measures. Contrary to the hypothesis, softer tactics exacerbated the APAP–PA anxiety relation, indicating the episodic nature of stressor and strain.

Originality/value

The study contributes significantly to enhance the understanding about the nature of Appraisal politics.

Details

Personnel Review, vol. 50 no. 1
Type: Research Article
ISSN: 0048-3486

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