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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.

This study is intended to investigate the relationship between supervisor bottom-line mentality (BLM) and employee workplace well-being. In addition, this study discusses the mediating roles of perception of organizational politics and job anxiety in this relationship.

Data were gathered from a two-wave survey of 301 full-time employees in southern China. The PROCESS macro in SPSS was applied to test the hypotheses.

Results showed that supervisor BLM was negatively related to employee workplace well-being. Moreover, perceptions of organizational politics and job anxiety played multiple mediating roles in the relationship between supervisor BLM and employee workplace well-being.

Drawing on the conservation of resource (COR) theory and cognitive-affective personality system (CAPS) theory, this study proposes a multiple mediation model to advance our understanding of how supervisor BLM affects employee workplace well-being.

This study investigates the validity of Ferreira et al.’s (2020) Organizational Bullshit Perception Scale by examining its distinctiveness from similar constructs (perceptions of organizational politics, organizational cynicism, procedural justice) and its predictive validity through its relations with important organizational attitudes (organizational identification) and behaviors (counterproductive work behavior and organizational citizenship behavior). This study also examines the moderating effects of honesty–humility on the relations between organizational bullshit perception and the outcomes of counterproductive work behavior, organizational citizenship behavior and organizational identification. Finally, this study examines the incremental validity of organizational bullshit perception in predicting counterproductive work behavior, organizational citizenship behavior and organizational identification above and beyond similar constructs in an exploratory fashion.

Survey data were collected from a sample of working adults online via Amazon’s Mechanical Turk platform across two waves (final N = 323 for wave 1 and 174 for wave 2), one month apart.

The results indicate that organizational bullshit perception, as measured by Ferreira et al.’s (2020) scale, represents a distinct construct that has statistically significant relations with counterproductive work behavior, organizational citizenship behavior and organizational identification, even after controlling for procedural justice, organizational cynicism and perceptions of organizational politics. The results, however, showed no support for honesty–humility as a moderator.

These findings suggest that organizations can benefit from assessing and working to alleviate their employees’ perceptions of organizational bullshit. This construct predicts behaviors and attitudes important for organizational functioning.

This study adds to Ferreira et al.’s (2020) original work by demonstrating organizational bullshit perception’s distinctiveness from existing constructs in the literature and its implications for organizations and their employees.

Conflict, between individuals and groups, in organizations is a common phenomenon and can have varied implication for the employee and the organization. This paper aims to determine whether experiencing interpersonal conflict drives employees to engage in prosocial behavior (prohibitive voice) and antisocial behavior (interpersonal deviance). Using Stressor–Emotion Model, Uncertainty Management Theory and Impression Management Motives, this study examines the relationship and explores competence uncertainty as a mediator and perception of politics as a moderator.

This study uses a cross-sectional design where data collected is from 386 employees working in nine different public sector enterprises in India. Structural equation modeling using SPSS AMOS was used to analyze the hypothesized relationships.

The results show that interpersonal conflict leads to both prohibitive voice behavior and interpersonal deviance. However, the mediating role of competence uncertainty is valid only for the effect of conflict on interpersonal deviance. Also, the perception of politics strengthens the positive relationship between interpersonal conflict and competence uncertainty.

To the best of the authors’ knowledge, this is one of the first empirical studies to have validated prosocial and antisocial work behavior as outcomes of interpersonal conflict. Again, this is one of the first few studies to examine the mechanism through which interpersonal conflict impacts interpersonal deviance.

The purpose of this study is to unpack the relationship between employees’ perceptions of organizational politics and their counterproductive work behaviour, by postulating a mediating role of organizational disidentification and a moderating role of perceived external crisis threats to work.

The empirical assessment of the hypotheses relies on survey data collected among employees who work in a large banking organization.

Perceptions that organizational decision-making is marked by self-serving behaviour increase the probability that employees seek to cause harm to their employer, because they feel embarrassed by their organizational membership. This mediating role of organizational disidentification is especially prominent when they ruminate about the negative impact of external crises on their work.

This study details an important danger for employees who feel upset with dysfunctional politics: They psychologically distance themselves from their employer, which then prompts them to formulate counterproductive responses that likely make it more difficult to take on the problem in a credible manner. This detrimental dynamic is particularly risky if an external crisis negatively interferes with their work functioning.

This study adds to prior research by detailing an unexplored but relevant mechanism (organizational disidentification) and moderator (external crisis threats) by which perceived organizational politics translates into enhanced counterproductive work behaviour.

This research aims to unpack the relationship between employees' perceived organizational politics (POP) and their self-determined motivation by itemizing the mediating role of hostility and a moderating role of organizational injustice.

Data were collected at two different times from 270 employees working in various universities in Pakistan. Structural equation modeling (SEM) was used to test the hypotheses.

The findings revealed that POP negatively influence intrinsic motivation, autonomous extrinsic motivation and positively impact amotivation, whereas POP does not affect employees' controlled extrinsic motivation. Furthermore, POP positively influences hostility. Moreover, hostility mediates the relationships between perceived organizational politics and self-determined motivation. Finally, the findings also revealed that the relationship between perceived organizational politics and hostility was stronger when the perceived organizational injustice was high.

POP can lead to intentional efforts to harm the organization by enhancing employee hostility, which divulges how this peril can be restrained by implanting organizational fairness. Moreover, proactive employees with superior emotional intelligence skills have a greater capability to control their negative emotions. Emotional intelligence (EI) training can effectively reduce the hostility between employees provoked by POP and ultimately diminish self-determined motivation.

The current study revealed that ambiguous forms of political behavior trigger isolated work emotions, negatively affecting organizational sustainability and outcomes. These results have valuable suggestions regarding organizational injustice as a moderator to diminish the hostility resulting from POP.

This study aims to explore how job performance (EJP) is affected by employees’ perception of organizational politics (POP). It also investigates the mediating roles of workplace stress (WS) and counterproductive work behavior (CWB).

Data was gathered from employees working in category (A) travel agencies and five-star hotels in Egypt. A partial least squares structural equation modeling analysis was conducted using 468 valid responses.

The findings indicate that there is a negative correlation between POP and EJP. Additionally, there is a positive correlation between POP and CWB as well as WS. The results also demonstrate a negative correlation between WS and CWB with EJP. Moreover, the findings suggest that CWB and WS act as partial mediators in the relationship between POP and EJP.

The research included some ground-breaking investigations. Currently, research on the effects of POP on CWB, WS and EJP is insufficient. As well, the current study attempts to measure the mediating role of CWB and WS in the link between POP and EJP. The current study has filled a gap in the tourism and hospitality literature, human resources management literature and organizational behavior literature by empirically analyzing these links in the context of Egyptian hotels and travel agencies.

本研究旨在探讨员工对组织政治（POP）的看法如何影响工作绩效（EJP）。它还调查了工作场所压力（WS）和适得其反的工作行为（CWB）的中介作用。

调查收集了埃及 (A) 类旅行社和五星级酒店员工的反馈。对 468 个有效回复进行了 PLS-SEM 分析。

结果显示, POP与员工工作绩效呈负相关, 此外, POP与反生产力工作行为和工作场所压力呈正相关。研究结果还表明, 工作场所压力和适得其反的工作行为与员工的工作绩效之间存在负相关关系。此外, 研究结果表明 CWB 和 WS 调节 POP 和 EJP 之间的关系。

该研究包括一些开创性的调查。目前, POP对CWB、WS、EJP影响的研究还不够。从上下文相关性的角度来看, 无法对酒店和旅行社中这些变量之间的联系进行实证分析。当前的研究通过在埃及酒店和旅行社的背景下对这些联系进行实证分析, 填补了旅游和酒店文献、人力资源管理文献和组织行为文献的空白。

Este estudio pretende explorar cómo el desempeño laboral (EJP) se ve afectado por la percepción que tienen los empleados de la política organizativa (POP). También investiga los papeles mediadores del estrés laboral (WS) y el comportamiento laboral contraproducente (CWB).

Se recopilaron datos de empleados que trabajaban en agencias de viajes de categoría (A) y hoteles de cinco estrellas en Egipto. Se realizó un análisis de Modelización de Ecuaciones Estructurales por Mínimos Cuadrados Parciales (PLS-SEM) utilizando 468 respuestas válidas.

Los resultados indican que existe una correlación negativa entre POP y EJP. Además, existe una correlación positiva entre POP y CWB, así como WS. Los resultados también demuestran una correlación negativa entre WS y CWB con EJP. Además, los resultados sugieren que CWB y WS actúan como mediadores parciales en la relación entre POP y EJP.

La investigación incluye algunas investigaciones pioneras. En la actualidad, la investigación sobre los efectos de la POP en la CWB, la WS y la EJP es insuficiente. Además, el presente estudio intenta medir el papel mediador de la CWB y la WS en el vínculo entre la POP y la EJP. El presente estudio ha llenado un vacío en la literatura sobre turismo y hotelería, en la literatura sobre gestión de recursos humanos y en la literatura sobre comportamiento organizativo al analizar empíricamente estos vínculos en el contexto de los hoteles y agencias de viajes egipcios.

Drawing on affective events theory, the purpose of this paper was to investigate direct and indirect relationships between perceived organizational politics and workplace cyberbullying (WCB) perpetration mediated through anger, as well as to examine the moderating role of gender in these relationships.

The sample comprised 534 white-collar employees who were employed in a variety of service industries, including banking, higher education, telecommunications, health care and insurance in Islamabad, Pakistan. Data were analyzed using the structural equation modeling technique in Amos.

Results demonstrated that perceived organizational politics has a direct positive effect on WCB perpetration. Moreover, results indicated that perceived organizational politics evokes anger among employees that, in turn, triggers WCB perpetration. Results of a multigroup analysis revealed that the positive effect of perceived organizational politics on WCB perpetration was not significantly different between men and women. However, the positive relationship between perceived organizational politics and anger was significantly stronger for men than for women. Likewise, this study found a significantly stronger relationship for men than for women between anger and WCB perpetration. Anger partially mediated the relationship between perceived organizational politics and WCB perpetration only among men.

This study contributes to the literature by demonstrating that perceived organizational politics triggers WCB perpetration directly and indirectly through its impact on anger. Moreover, this study identified gender differences in the experience and expression of anger in response to perceived organizational politics.

The purpose of this study is to examine the moderating effects of mindfulness on the relationships between work stressors (perceived organisational politics [POP] and effort–reward imbalance [ERI]) and work outcomes (job burnout [JBO] and job satisfaction [JS]).

Time-lagged data were collected from public sector employees in France and Pakistan. The final samples (France, N = 204; Pakistan, N = 217) were tested using multiple moderating regression.

Mindfulness moderates the relationship between work stressors and work outcomes. Mindfulness serves as a personal resource for employees: it mitigates the negative influence that POP and ERI have on JBO and JS.

This study extends current knowledge on the relationships between work stressors and work outcomes across cultures by testing mindfulness as a valuable personal resource.

Drawing on the challenge–hindrance stressor framework and the “too-much-of-a-good-thing” principle, this study examined the curvilinear effects of two emic social challenge stressors (guanxi beliefs and participative decision-making (PDM)) and the moderating effect of an etic social hindrance stressor (perceived organizational politics) on Hong Kong and United States nurses’ job satisfaction.

A quantitative survey method was implemented, with the data provided by 355 Hong Kong nurses and 116 United States nurses. Structural equation modeling was used to examine the degree of measurement equivalence across Hong Kong and US nurses. The proposed model and the research questions were tested using nonlinear structural equation modeling analyses.

The results show that while guanxi beliefs only showed an inverted U-shaped relation on Hong Kong nurses’ job satisfaction, PDM had an inverted U-shaped relation with both Hong Kong and United States nurses’ job satisfaction. The authors also found that Hong Kong nurses experienced the highest job satisfaction when their guanxi beliefs and perceived organization politics were both high.

The results add to the comprehension of the nuances of the often-held assumption of linearity in organizational sciences and support the speculation of social stressors-outcomes linkages.

Managers need to recognize that while the nurturing and development of effective relationships with employees via social interaction are important, managers also need to be aware that too much guanxi and PDM may lead employees to feel overwhelmed with expectations of reciprocity and reconciliation to such an extent that they suffer adverse outcomes and become dissatisfied with their jobs.

First, the authors found that influences of guanxi beliefs and PDM are not purely linear and that previous research may have neglected the curvilinear nature of their influences on job satisfaction. Second, the authors echo researchers’ call to consider an organization’s political context to fully understand employees’ attitudes and reactions toward social interactions at work. Third, the authors examine boundary conditions of curvilinear relationships to understand the delicate dynamics.