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1 – 10 of over 1000The 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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
The effect of e-HRM use on e-HRM macro-level consequences is partially mediated by perceived organizational politics.
Practical implications
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.
Originality/value
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.
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R Prince, Nitin Simha Vihari, Gayatri Udayakumar and Mukkamala Kameshwar Rao
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Originality/value
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.
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Ghulam Murtaza, Olivier Roques, Qurat-ul-ain Talpur, Rahman Khan and Inam Ul Haq
The purpose of this study is to examine the moderating effects of mindfulness on the relationships between work stressors (perceived organisational politics [POP] and…
Abstract
Purpose
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]).
Design/methodology/approach
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.
Findings
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.
Originality/value
This study extends current knowledge on the relationships between work stressors and work outcomes across cultures by testing mindfulness as a valuable personal resource.
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Yu-Ping Chen, Margaret Shaffer, Janice R.W. Joplin and Richard Posthuma
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Research limitations/implications
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.
Practical implications
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.
Originality/value
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.
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Chang Su, Mingjian Zhou and Yixin Yang
Drawing on social capital theory, this study investigated the effects of structural, cognitive and relational family social capital on employees' career advancement through the…
Abstract
Purpose
Drawing on social capital theory, this study investigated the effects of structural, cognitive and relational family social capital on employees' career advancement through the mechanism of family-to-work enrichment (FWE), taking perceived organizational politics (POP) as a moderator.
Design/methodology/approach
Survey data were collected from 252 full-time employees working in public institutions and government departments in China, a collectivist cultural context. Hierarchical regression and path analysis were conducted to test the hypotheses.
Findings
FWE significantly mediated the positive relationships between the three subtypes of family social capital and career advancement. The effects of structural and cognitive family social capital, but not relational family social capital (RFSC), on FWE were stronger when POP was low (vs high).
Research limitations/implications
FWE is arguably a promising mechanism for explaining the links between family social capital and career outcomes. However, due to the cross-sectional nature of the data, conclusions regarding causality remain limited.
Practical implications
Family social capital may enrich the careers of employees in collectivist cultures. Managers should mitigate their organization's political climate to promote employees' career advancement.
Originality/value
This study contributes to career research by linking family social capital to career outcomes through the lens of FWE for the first time and by identifying organizational politics as an important moderator that can influence the dynamics of resource enrichment in a collectivist culture.
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Sajjad Nazir, Sahar Khadim, Muhammad Ali Asadullah and Nausheen Syed
This research aims to unpack the relationship between employees' perceived organizational politics (POP) and their self-determined motivation by itemizing the mediating role of…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Practical implications
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.
Originality/value
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.
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Omer Farooq Malik and Shaun Pichler
Drawing on affective events theory, the purpose of this paper was to investigate direct and indirect relationships between perceived organizational politics and workplace…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Originality/value
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.
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Linyi Guo, Jing Du and Juncheng Zhang
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Originality/value
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.
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The purpose of this study is to answer the following research questions. Does hostility shape the undesirable attitudinal consequences of perceived organizational politics (POP)…
Abstract
Purpose
The purpose of this study is to answer the following research questions. Does hostility shape the undesirable attitudinal consequences of perceived organizational politics (POP)? If so, does emotional intelligence play a role in this context? To answer these questions, the author relies on the affective events theory to present and empirically investigate a moderated mediation model in which: hostility mediates the relationships between POP and both job tension and turnover intentions; and emotional intelligence moderates these relationships.
Design/methodology/approach
The moderated mediation model was tested among a sample of 408 employees. The data was collected in three waves.
Findings
The results revealed that hostility mediated the relationships between POP and the two undesirable attitudes explored. In addition, one of the emotional abilities included in emotional intelligence, namely, self-emotion appraisal, moderated these relationships.
Practical implications
Interventions designed to increase the emotional intelligence level of employees might reduce the hostility they experience in response to POP, and consequently, its harmful implications.
Originality/value
Among the four emotional abilities included in emotional intelligence, only self-emotional appraisal moderates the relationship between POP and hostility. Such findings imply that in some cases, a thorough understanding about one’s emotions is more effective in regulating the hostility experienced in response to organizational politics than other emotional abilities that seem more relevant in this context.
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