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1 – 10 of over 28000Diane 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 entities…
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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Fabian Ugwu, Anthony C. Nwali, Lawrence E. Ugwu, Chiedozie O. Okafor, Keyna C. Ozurumba and Ike E. Onyishi
This study investigated employee cynicism and workplace ostracism as pathways through which perceived organizational politics (POPs) is related to counterproductive work behavior…
Abstract
Purpose
This study investigated employee cynicism and workplace ostracism as pathways through which perceived organizational politics (POPs) is related to counterproductive work behavior (CWB) targeted at individual coworkers (CWB-I) and the organization (CWB-O).
Design/methodology/approach
Data were collected from 794 university employees in Southeastern, Nigeria at three-point of measurements.
Findings
Results of the Structural Equation Modelling showed that POPs positively predicted CWB-I but did not predict CWB-O directly. POPs positively predicted both employee cynicism and workplace ostracism. Employee cynicism did not predict CWB-I and CWB-O, but workplace ostracism positively predicted both CWB-I and CWB-O. Moreover, whilst POPs did not predict both CWB-I and CWB-O through employee cynicism; workplace ostracism partially mediated the relationship between POPs and the two dimensions of CWB.
Originality/value
The relationship between POPs and CWB has been documented in the literature, but whether affect-laden processes (employee cynicism and workplace ostracism) explain this relationship is new. Conducting the study in a context previously neglected extended our understanding of the indirect relationship between POPs and CWB.
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Zinta S. Byrne, Steven G. Manning, James W. Weston and Wayne A. Hochwarter
Research on perceptions of organizational politics has mostly explored the negative aspects and detrimental outcomes for organizations and employees. Responding to recent calls in…
Abstract
Research on perceptions of organizational politics has mostly explored the negative aspects and detrimental outcomes for organizations and employees. Responding to recent calls in the literature for a more balanced treatment, we expand on how positive and negative organizational politics perceptions are perceived as stressors and affect employee outcomes through their influence on the social environment. We propose that employees appraise positive and negative organization politics perceptions as either challenge or hindrance stressors, to which they respond with engagement and disengagement as problem-focused and emotion-focused coping strategies. Specifically, employees who appraise the negative politics perceptions as a hindrance, use both problem- and emotion-focused coping, which entails one of three strategies: (1) decreasing their engagement, (2) narrowing the focus of their engagement, or (3) disengaging. Although these strategies result in negative outcomes for the organization, employees’ coping leads to their positive well-being. In contrast, employees appraising positive politics perceptions as a challenge stressor use problem-focused coping, which involves increasing their engagement to reap the perceived benefits of a positive political environment. Yet, positive politics perceptions may also be appraised as a hindrance stressor in certain situations, and, therefore lead employees to apply emotion-focused coping wherein they use a disengagement strategy. By disengaging, they deal with the negative effects of politics perceptions, resulting in positive well-being. Thus, our framework suggests an unexpected twist to the stress process of politics perceptions as a strain-provoking component of employee work environments.
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Erin M. Landells and Simon L. Albrecht
Much of the research associated with organizational politics has focused on negative outcomes such as stress, burnout, and turnover intention. Only a limited amount of research…
Abstract
Much of the research associated with organizational politics has focused on negative outcomes such as stress, burnout, and turnover intention. Only a limited amount of research has focused on identifying the psychological mechanisms that explain the influence of negative organizational politics on individual and organizational outcomes. In this chapter, we propose a more positive conceptualization of organizational politics and explore potential associations between both positive and negative politics and employee engagement. More specifically, we propose a model showing how the psychological conditions of psychological safety, availability, and meaningfulness explain the relationship between perceptions of positive and negative politics and employee engagement. We conclude by suggesting practical interventions to assist organizations develop a more positive organizational political climate.
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Wayne A. Hochwarter, B. Parker Ellen III and Gerald R. Ferris
Research has shown accountability can produce both positive and negative outcomes. Further, because of inherent environmental uncertainty, perceptions of organizational politics…
Abstract
Purpose
Research has shown accountability can produce both positive and negative outcomes. Further, because of inherent environmental uncertainty, perceptions of organizational politics often interact with accountability to produce negative effects. However, using uncertainty management theory, the purpose of this paper is to argue that employees can use proactive voice to exercise control in the ambiguity of highly accountable and political environments.
Design/methodology/approach
This two sample study of graduate school alumni (n=211) and insurance employees (n=186) explored the three-way interaction of felt accountability×politics perceptions×proactive voice on work performance, job satisfaction, and job tension.
Findings
As hypothesized, high levels of felt accountability and politics were most strongly associated with favorable outcomes when coupled with increased voice behavior. Conversely, felt accountability and politics were related to negative outcomes in settings associated with low proactive voice. Results supported in Sample 1 were then constructively replicated in Sample 2.
Practical implications
All employees are held accountable to some degree, and all work in potentially political settings. Often, these environmental features are dictated to employees, leaving only employee reactions in direct control. One possible response is voice. As demonstrated in the present research, employees who engage in proactive voice appear to exercise some degree of control over their environment, resulting in more positive outcomes than their less active counterparts.
Originality/value
The present research extends understanding regarding the effects of accountability in organizations by demonstrating that contextual factors (e.g. politics) and individual difference variables (e.g. in levels of proactive voice) differentiate favorable vs unfavorable outcomes of accountability.
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Said Elbanna, Ilias Kapoutsis and Kamel Mellahi
The purpose of this paper is to examine the association between positive perceptions of politics (i.e. positive politics) and decision creativity and propitiousness (i.e. reaching…
Abstract
Purpose
The purpose of this paper is to examine the association between positive perceptions of politics (i.e. positive politics) and decision creativity and propitiousness (i.e. reaching unforeseen advantages while limiting unexpected problems). In addition, drawing from threat-rigidity effect theory the authors argue that such relationships will be resilient to external environmental threats and specifically macro-economic uncertainty.
Design/methodology/approach
The database for the analyses consisted of 200 strategic decisions gathered from firms located in Dubai.
Findings
Positive politics significantly influence decision creativity and propitiousness. Also, macro-economic uncertainty moderates this relationship.
Research limitations/implications
Although this research has tried to adopt a more neutral perspective on political behavior, much more work is required to better understand the role and implications of neutral politics in decision-making.
Practical implications
If decision makers ensure that the concern for the organization’s welfare remains a priority over the self-serving motives of the actors, then politics can enhance decision success.
Social implications
This paper challenges the long held conventional wisdom that politics in organizations are an important underlying cause of unethical practices, poor decisions and organizational ineffectiveness.
Originality/value
The findings serve to further the understanding of complexities involved in the relationships between political behavior and its consequences.
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This study aims to investigate the influence of organisational politics on work engagement and the moderator effect of positive framing on this relationship
Abstract
Purpose
This study aims to investigate the influence of organisational politics on work engagement and the moderator effect of positive framing on this relationship
Design/methodology/approach
Data were collected from 241 public sector employees in Sri Lanka through a structured questionnaire and analysed with partial least square structural equation modelling (PLS_SEM).
Findings
The results indicated that organisational politics negatively influenced employees' work engagement, positive framing positively influenced engagement and weakened the negative relationship between politics and engagement.
Practical implications
This study suggests that organisation and individuals must take the necessary steps to enhance work engagement. Organisations must be transparent in all activities to avoid employees' negative perception. Also, organisations need to take steps to recruit employees with positive framing or develop this competency through training and development. Individuals also need to take necessary steps to frame the work environment positively to enhance their engagement in work.
Originality/value
This study extends the literature by being the first to examine the positive framing as a moderator in the relationship between politics and engagement. This study found that positive framing as a resource reduced the harmful effect of organisational politics on engagement and suggested positive framing can be considered as a resource in the future investigation of the job demand–resource model.
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Aimee E.A. King and Paul E. Levy
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…
Abstract
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.
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Poonam Mishra and Amitabh Deo Kodwani
The purpose of this paper is to explore the relationship between relationship conflict and the perception of organization politics (POP) and the moderating role of employee…
Abstract
Purpose
The purpose of this paper is to explore the relationship between relationship conflict and the perception of organization politics (POP) and the moderating role of employee engagement. The study hypothesizes that the conflict results in the presence of POP only for those employees who are relatively less engaged with the organization. The paper further explores the mediating role of perceived politics between the relationship conflict and job-related outcome variables including openness to diversity, turnover intent and perception of justice. In sum, the authors contend that employee engagement will act as a moderator between relationship conflict and POP, and POP further will act as a mediator between relationship conflict and its job-related outcomes.
Design/methodology/approach
A descriptive study was carried on to conduct this research. Data were collected at two different points of time from the employees of two public sector undertakings (n=206). About 80 questionnaires were not returned by the respondents, reducing the sample size to be 126. Of these, 115 were usable, resulting in a 55.83 percent response rate. SEM was employed to test the hypotheses with the help of Smart PLS 3.0. A two-step process was followed to test the hypothesized model. Testing the significance of proposed relationships in the structural model was followed by the evaluation of the measurement model.
Findings
The results of the study highlighted a positive association between the relationship conflict and POP. A moderating effect of employee engagement on relationship conflict and perceived organizational politics (POP) was observed. Further, POP was found to have a positive relationship with the intention to leave and a negative relationship with openness to diversity and perception of justice was observed. POP mediated the relationship between relationship conflict with the intention to leave and the perception of justice.
Research limitations/implications
The very first limitation of the present study is its cross-sectional design. Since the data were gathered from the same respondents, the causal relationships between variables are subject to biases (Bobko and Stone-Romero, 1998). Further, the data were gathered with the help of self-report questionnaires, and the findings of this study might have been influenced by the social desirability response bias (Podsakoff et al., 2003). Hence, future work should focus on using a combination of sources for data collection. This study also proposes a possible role of emotional intelligence in employee engagement and their POP, which can be tested in future studies.
Practical implications
The study suggests that relationship conflict leads to POP, which eventually results in adverse job-related outcomes. In order to control the negative effects of politics perception, organizations should undertake conflict prevention and conflict management techniques. To further reduce the level of POP, organizations shall take steps to better engage their employees because even when the level of relationship conflict is high, people perceive less politics if they are highly engaged with the organization.
Originality/value
The study is an original work carried out to understand the relationship between relationship conflict and the POP, and the moderating role of employee engagement.
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The aim of this paper is to critically explore the behavioral assumptions of organizational politics, as well as to reconsider and redefine the premises of political behavior in…
Abstract
Purpose
The aim of this paper is to critically explore the behavioral assumptions of organizational politics, as well as to reconsider and redefine the premises of political behavior in the workplace. The main objective is examination of the presuppositions associated with the possibility of constructive politics in organizational settings.
Design/methodology/approach
The deficiencies of explaining managerial activity as solely regulated by self‐interest are discussed, as well as a revised version of self‐interest that may enrich current understanding of workplace politics. Drawing on the respective literature, the authors develop some propositions and suggest, assess and discuss a conceptual framework that integrates self‐interest and constructive politics.
Findings
The paper represents an attempt toward inferring positive political behavior through adopting an alternative view of established behavioral assumptions. This view purports to reduce the existing discrepancy between different types of political behavior in defending the possibility of an inclusive, participative and welfare‐enhancing political process, founded on the pro‐social and reciprocating aspects of human interaction. Boundedly selfish organizational members are expected to demonstrate these qualities that are in position to transform the very nature of political activities to the direction of greater organizational good.
Originality/value
The paper reevaluates the self‐interested nature of organizational politics through the introduction of a bounded self‐interest assumption as more representative of actual human behavior. This new construct embodies those constraints that make trust formation, networking and reciprocities operative in environments effectively embedding political behavior in broader, organizational goal‐oriented processes and structures.
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