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Situational antecedents and outcomes of organizational politics perceptions

Situational antecedents and outcomes of organizational politics perceptions A model of perceptions of organizational politics was developed and tested using a sample of 208 Malaysian employees from diverse occupations and organizations. Results of a path analysis on the survey data showed that job ambiguity, scarcity of resources, and trust climate were significant predictors of perceptions of organizational politics. Perceptions of organizational politics, in turn, mediated the effects of these situational antecedents on job stress, job satisfaction, and turnover intention. Specifically, employees who perceived a high level of politics in their workplace reported higher levels of stress, lower levels of job satisfaction, and higher levels of intention to quit than did employees who perceived a low level of politics. Implications of the findings and suggestions for future research are discussed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Managerial Psychology Emerald Publishing

Situational antecedents and outcomes of organizational politics perceptions

Journal of Managerial Psychology , Volume 18 (2): 18 – Mar 1, 2003

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Publisher
Emerald Publishing
Copyright
Copyright © 2003 MCB UP Ltd. All rights reserved.
ISSN
0268-3946
DOI
10.1108/02683940310465036
Publisher site
See Article on Publisher Site

Abstract

A model of perceptions of organizational politics was developed and tested using a sample of 208 Malaysian employees from diverse occupations and organizations. Results of a path analysis on the survey data showed that job ambiguity, scarcity of resources, and trust climate were significant predictors of perceptions of organizational politics. Perceptions of organizational politics, in turn, mediated the effects of these situational antecedents on job stress, job satisfaction, and turnover intention. Specifically, employees who perceived a high level of politics in their workplace reported higher levels of stress, lower levels of job satisfaction, and higher levels of intention to quit than did employees who perceived a low level of politics. Implications of the findings and suggestions for future research are discussed.

Journal

Journal of Managerial PsychologyEmerald Publishing

Published: Mar 1, 2003

Keywords: Perception; Organizational politics; Trust; Job satisfaction; Stress; Malaysia

References

  • The role of emotional exhaustion in sales force attitude and behavior relationships
    Babakus, E.; Cravens, D.W.; Johnston, M.; Moncrief, W.C.
  • Organizational politics, perceived control, and work outcomes: boundary conditions on the effects of politics
    Bozeman, D.P.; Perrewé, P.L.; Hochwarter, W.A.; Brymer, R.A.
  • The relationship of organizational politics and support to work behaviors, attitudes, and stress
    Cropanzano, R.; Howes, J.C.; Grandey, A.A.; Toth, P.
  • Politics in organizations
    Ferris, G.R.; Russ, G.S.; Fandt, P.M.
  • Factor Analysis
    Gorsuch, R.L.
  • Organizational politics and organizational support as predictors of work attitudes, job performance, and organizational citizenship behavior
    Randall, M.L.; Cropanzano, R.; Bormann, C.A.; Birjulin, A.

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