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Simon L. Albrecht - One of the best experts on this subject based on the ideXlab platform.
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Perceived Organizational Politics, Engagement, and Stress: The Mediating Influence of Meaningful Work.
Frontiers in psychology, 2019Co-Authors: Erin M. Landells, Simon L. AlbrechtAbstract:The research aimed to assess proposed associations between Organizational Politics and employee engagement, employee stress (or more correctly ‘strain’), and work meaningfulness. Very few studies have examined these associations. Confirmatory factor analyses established the dimensionality and reliability of the full measurement model across two independent samples (N = 303, N = 373). Structural equation modeling supported the proposed direct associations between Organizational Politics, operationalized as a higher order construct, and employee stress and employee engagement. These relationships were shown to be partially mediated by meaningful work. As such, Politics had significant indirect effects on engagement and stress through meaningful work. The results also showed a significant and direct association between stress and engagement. Overall, the results shed important new light on the factors that influence engagement, and identify work meaningfulness as an important psychological mechanism that can help explain the adverse impact of Organizational Politics on employee engagement and stress. The results also support the dimensionality and validity of a new set of measures of perceived Organizational Politics focused on generalized perceptions about the use and abuse of relationships, resources, reputation, decisions, and communication channels. More generally, the results serve as a platform for further research regarding the negative influence of Organizational Politics on a range of individual and Organizational outcomes.
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The Positives and Negatives of Organizational Politics: A Qualitative Study
Journal of Business and Psychology, 2017Co-Authors: Erin M. Landells, Simon L. AlbrechtAbstract:Purpose The study aimed to develop a richer understanding of how employees perceive Organizational Politics in contemporary Organizational contexts, and to identify whether Organizational Politics is described in both positive and negative terms. Design/methodology/approach Individual in-depth interviews were conducted using Interpretative Phenomenological Analysis with 14 employees across three organizations. Findings Participants’ perceptions of Organizational Politics were interpreted according to four levels: reactive, reluctant, strategic, and integrated. The four levels captured how individuals defined, described, and perceived outcomes of Organizational Politics. Definitions included Organizational Politics as destructive and manipulative (reactive), as a necessary evil (reluctant), as a useful strategy that helps get things done (strategic), and as central to Organizational functioning and decision-making (integrated). Political behaviors were described in terms that correspond to five established bases of Organizational power: connection power, information power, coercive power, positional power, and personal power. Descriptions of Organizational Politics encompassed positive and negative individual and Organizational outcomes. Implications Traditional negatively framed definitions of Organizational Politics need to be extended and elaborated. Definitions of Organizational Politics need to accommodate a range of understandings. Originality/value Despite numerous calls for qualitative research regarding Organizational Politics, this is one of very few qualitative studies in this area. The proposed classifications of levels, definitions, and behaviors complement and extend existing conceptualizations of Organizational Politics. We contribute an understanding of Organizational Politics that is more balanced than existing negatively skewed conceptualizations and that will have implications for measurement and management of Organizational Politics.
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The Positives and Negatives of Organizational Politics: A Qualitative Study
Journal of Business and Psychology, 2015Co-Authors: Erin M. Landells, Simon L. AlbrechtAbstract:The study aimed to develop a richer understanding of how employees perceive Organizational Politics in contemporary Organizational contexts, and to identify whether Organizational Politics is described in both positive and negative terms. Individual in-depth interviews were conducted using Interpretative Phenomenological Analysis with 14 employees across three organizations. Participants’ perceptions of Organizational Politics were interpreted according to four levels: reactive, reluctant, strategic, and integrated. The four levels captured how individuals defined, described, and perceived outcomes of Organizational Politics. Definitions included Organizational Politics as destructive and manipulative (reactive), as a necessary evil (reluctant), as a useful strategy that helps get things done (strategic), and as central to Organizational functioning and decision-making (integrated). Political behaviors were described in terms that correspond to five established bases of Organizational power: connection power, information power, coercive power, positional power, and personal power. Descriptions of Organizational Politics encompassed positive and negative individual and Organizational outcomes. Traditional negatively framed definitions of Organizational Politics need to be extended and elaborated. Definitions of Organizational Politics need to accommodate a range of understandings. Despite numerous calls for qualitative research regarding Organizational Politics, this is one of very few qualitative studies in this area. The proposed classifications of levels, definitions, and behaviors complement and extend existing conceptualizations of Organizational Politics. We contribute an understanding of Organizational Politics that is more balanced than existing negatively skewed conceptualizations and that will have implications for measurement and management of Organizational Politics.
Erin M. Landells - One of the best experts on this subject based on the ideXlab platform.
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Perceived Organizational Politics, Engagement, and Stress: The Mediating Influence of Meaningful Work.
Frontiers in psychology, 2019Co-Authors: Erin M. Landells, Simon L. AlbrechtAbstract:The research aimed to assess proposed associations between Organizational Politics and employee engagement, employee stress (or more correctly ‘strain’), and work meaningfulness. Very few studies have examined these associations. Confirmatory factor analyses established the dimensionality and reliability of the full measurement model across two independent samples (N = 303, N = 373). Structural equation modeling supported the proposed direct associations between Organizational Politics, operationalized as a higher order construct, and employee stress and employee engagement. These relationships were shown to be partially mediated by meaningful work. As such, Politics had significant indirect effects on engagement and stress through meaningful work. The results also showed a significant and direct association between stress and engagement. Overall, the results shed important new light on the factors that influence engagement, and identify work meaningfulness as an important psychological mechanism that can help explain the adverse impact of Organizational Politics on employee engagement and stress. The results also support the dimensionality and validity of a new set of measures of perceived Organizational Politics focused on generalized perceptions about the use and abuse of relationships, resources, reputation, decisions, and communication channels. More generally, the results serve as a platform for further research regarding the negative influence of Organizational Politics on a range of individual and Organizational outcomes.
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Perceptions of Organizational Politics: the positives and negatives
2017Co-Authors: Erin M. LandellsAbstract:The program of qualitative and quantitative research focused on understanding how employees perceive Organizational Politics. The key contributions of the research include clearly defined and measurable dimensions of both positive and negative Politics, and an understanding of the psychological mechanisms that explain the effects of Organizational Politics on employee stress and engagement.
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The Positives and Negatives of Organizational Politics: A Qualitative Study
Journal of Business and Psychology, 2017Co-Authors: Erin M. Landells, Simon L. AlbrechtAbstract:Purpose The study aimed to develop a richer understanding of how employees perceive Organizational Politics in contemporary Organizational contexts, and to identify whether Organizational Politics is described in both positive and negative terms. Design/methodology/approach Individual in-depth interviews were conducted using Interpretative Phenomenological Analysis with 14 employees across three organizations. Findings Participants’ perceptions of Organizational Politics were interpreted according to four levels: reactive, reluctant, strategic, and integrated. The four levels captured how individuals defined, described, and perceived outcomes of Organizational Politics. Definitions included Organizational Politics as destructive and manipulative (reactive), as a necessary evil (reluctant), as a useful strategy that helps get things done (strategic), and as central to Organizational functioning and decision-making (integrated). Political behaviors were described in terms that correspond to five established bases of Organizational power: connection power, information power, coercive power, positional power, and personal power. Descriptions of Organizational Politics encompassed positive and negative individual and Organizational outcomes. Implications Traditional negatively framed definitions of Organizational Politics need to be extended and elaborated. Definitions of Organizational Politics need to accommodate a range of understandings. Originality/value Despite numerous calls for qualitative research regarding Organizational Politics, this is one of very few qualitative studies in this area. The proposed classifications of levels, definitions, and behaviors complement and extend existing conceptualizations of Organizational Politics. We contribute an understanding of Organizational Politics that is more balanced than existing negatively skewed conceptualizations and that will have implications for measurement and management of Organizational Politics.
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The Positives and Negatives of Organizational Politics: A Qualitative Study
Journal of Business and Psychology, 2015Co-Authors: Erin M. Landells, Simon L. AlbrechtAbstract:The study aimed to develop a richer understanding of how employees perceive Organizational Politics in contemporary Organizational contexts, and to identify whether Organizational Politics is described in both positive and negative terms. Individual in-depth interviews were conducted using Interpretative Phenomenological Analysis with 14 employees across three organizations. Participants’ perceptions of Organizational Politics were interpreted according to four levels: reactive, reluctant, strategic, and integrated. The four levels captured how individuals defined, described, and perceived outcomes of Organizational Politics. Definitions included Organizational Politics as destructive and manipulative (reactive), as a necessary evil (reluctant), as a useful strategy that helps get things done (strategic), and as central to Organizational functioning and decision-making (integrated). Political behaviors were described in terms that correspond to five established bases of Organizational power: connection power, information power, coercive power, positional power, and personal power. Descriptions of Organizational Politics encompassed positive and negative individual and Organizational outcomes. Traditional negatively framed definitions of Organizational Politics need to be extended and elaborated. Definitions of Organizational Politics need to accommodate a range of understandings. Despite numerous calls for qualitative research regarding Organizational Politics, this is one of very few qualitative studies in this area. The proposed classifications of levels, definitions, and behaviors complement and extend existing conceptualizations of Organizational Politics. We contribute an understanding of Organizational Politics that is more balanced than existing negatively skewed conceptualizations and that will have implications for measurement and management of Organizational Politics.
Muhammad Waseem Bari - One of the best experts on this subject based on the ideXlab platform.
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dark triad perceptions of Organizational Politics and counterproductive work behaviors the moderating effect of political skills
Frontiers in Psychology, 2017Co-Authors: Muhammad Awais Baloch, Fanchen Meng, Zefeng Xu, Ignacio Cepedacarrion, Muhammad Waseem BariAbstract:The aim of this work focuses on the relationship among the Dark Triad (psychopathy, narcissism, and Machiavellianism), perceptions of Organizational Politics, political skills, and counterproductive work behavior. This study empirically tests the mediating role of perceptions of Organizational Politics in the relationship between the Dark Triad and counterproductive work behavior. Furthermore, the study investigates the moderating role of political skills in strengthening the link between the Dark Triad and the perceptions of Organizational Politics. A sample of 149 participants was randomly selected. To analyze the data of the present work, we employ a structural equation model using partial least square and PROCESS. From empirical findings, we imply an inference that perception of Organizational Politics partially mediates the Dark Triad’s influence on the counterproductive work behavior. Moreover, the results identify the moderating role of political skills in strengthening the link between the Dark Triad and the perceptions of Organizational Politics. Empirical findings suggest important policy implications for the hospitality industry.
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Dark Triad, Perceptions of Organizational Politics and Counterproductive Work Behaviors: The Moderating Effect of Political Skills.
Frontiers in psychology, 2017Co-Authors: Muhammad Awais Baloch, Fanchen Meng, Ignacio Cepeda-carrion, Muhammad Waseem BariAbstract:The aim of this work focuses on the relationship among the Dark Triad (psychopathy, narcissism, and Machiavellianism), perceptions of Organizational Politics, political skills, and counterproductive work behavior. This study empirically tests the mediating role of perceptions of Organizational Politics in the relationship between the Dark Triad and counterproductive work behavior. Furthermore, the study investigates the moderating role of political skills in strengthening the link between the Dark Triad and the perceptions of Organizational Politics. A sample of 149 participants was randomly selected. To analyze the data of the present work, we employed a structural equation model using partial least square and PROCESS. From empirical findings, we imply an inference that perception of Organizational Politics partially mediates the Dark Triad's influence on the counterproductive work behavior. Moreover, the results identify the moderating role of political skills in strengthening the link between the Dark Triad and the perceptions of Organizational Politics. Empirical findings suggest important policy implications for the hospitality industry.
Eran Vigoda - One of the best experts on this subject based on the ideXlab platform.
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developments in Organizational Politics how political dynamics affect employee performance in modern work sites
2003Co-Authors: Eran VigodaAbstract:Introduction to the study of Organizational Politics political behaviour in organizations - between perception and implementations Organizational Politics, job attitudes and work outcomes Organizational Politics, in-role performance and Organizational citizenship behaviour Organizational Politics and job distress cross-cultural perspectives of Organizational Politics Organizational Politics in virtual worksites and in a global world summary and implications - Organizational Politics - interdisciplinary reflections and new directions. Appendices: measures used in the studies measuring Organizational Politics by influence tactics.
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Influence tactics and perceptions of Organizational Politics A longitudinal study
Journal of Business Research, 2002Co-Authors: Eran Vigoda, Aaron CohenAbstract:Abstract This study explores a longitudinal design to address the assumption that influence tactics and perceptions of Organizational Politics are, in fact, related. Furthermore, this research examines the proposed intermediate linkages and process issues that are involved in this relationship. Influence tactics, which represent actual Organizational Politics (OP), are argued to be an important predictor of perception(s) of Organizational Politics (POPS). The research tests whether the relationship between influence tactics and POPS is direct or mediated by met expectations (ME) and person–organization fit (POF). A total of 303 employees and managers in two major Israeli public organizations were surveyed at two points in time. To allow conclusions on causality among research variables, the study applied a longitudinal design where influence tactics were measured at time 1 and POPS, ME, and POF were measured 6 months later. ME was found to mediate the relationship between influence tactics and POPS while no such conclusion could be drawn for POF. Implications of the results are described as directions to future research on influence and Politics in organizations.
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reactions to Organizational Politics a cross cultural examination in israel and britain
Human Relations, 2001Co-Authors: Eran VigodaAbstract:This article reports a comparative analysis of reactions to Organizational Politics (OP) in two substantially different cultures, Israel and Britain. Two resembling samples of public personnel (n1 = 303 and n2 = 149 in Israel and Britain, respectively) were used to examine employees’ perceptions of Organizational Politics as well as several possible work outcomes (e.g. intentions of exit, voice, loyalty, neglect, job satisfaction, met expectations, and absenteeism). No differences were found between employees’ levels of Politics perception in the two samples. However, a between-sample analysis supported the hypotheses of differences in reactions to OP across cultures. Generally, perceptions of Organizational Politics affected British employees more strongly than Israeli. The former responded with higher intentions of exit and neglect and lower levels of loyalty, job satisfaction, and met expectations. From these results, our main speculation is that reactions to OP may depend on cultural variants relevant...
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Organizational Politics, Job Attitudes, and Work Outcomes: Exploration and Implications for the Public Sector.
Journal of Vocational Behavior, 2000Co-Authors: Eran VigodaAbstract:Abstract The study aimed to promote understanding of employees' reactions to Organizational Politics. The relationship between perception of Organizational Politics, job attitudes, and several other work outcomes was examined among 303 public sector employees in Israel. Perception of Organizational Politics was found to have had a negative relationship with job attitudes (e.g., job satisfaction and Organizational commitment), a positive relationship with intention to leave the organization (exit), and a stronger positive relationship with negligent behavior (neglect). It is suggested that public personnel will tend to react to workplace Politics with negligent behavior rather than by leaving. A weak negative relationship was found between perception of Organizational Politics and employees' performance as reported by supervisors. Perception of Organizational Politics also made a unique contribution to explaining variance among the work outcomes, beyond the variance explained by job attitudes and personal variables. Several implications and recommendations for further inquiry into perception of Politics in organizations, particularly in the public sector, are noted.
Muhammad Awais Baloch - One of the best experts on this subject based on the ideXlab platform.
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dark triad perceptions of Organizational Politics and counterproductive work behaviors the moderating effect of political skills
Frontiers in Psychology, 2017Co-Authors: Muhammad Awais Baloch, Fanchen Meng, Zefeng Xu, Ignacio Cepedacarrion, Muhammad Waseem BariAbstract:The aim of this work focuses on the relationship among the Dark Triad (psychopathy, narcissism, and Machiavellianism), perceptions of Organizational Politics, political skills, and counterproductive work behavior. This study empirically tests the mediating role of perceptions of Organizational Politics in the relationship between the Dark Triad and counterproductive work behavior. Furthermore, the study investigates the moderating role of political skills in strengthening the link between the Dark Triad and the perceptions of Organizational Politics. A sample of 149 participants was randomly selected. To analyze the data of the present work, we employ a structural equation model using partial least square and PROCESS. From empirical findings, we imply an inference that perception of Organizational Politics partially mediates the Dark Triad’s influence on the counterproductive work behavior. Moreover, the results identify the moderating role of political skills in strengthening the link between the Dark Triad and the perceptions of Organizational Politics. Empirical findings suggest important policy implications for the hospitality industry.
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Dark Triad, Perceptions of Organizational Politics and Counterproductive Work Behaviors: The Moderating Effect of Political Skills.
Frontiers in psychology, 2017Co-Authors: Muhammad Awais Baloch, Fanchen Meng, Ignacio Cepeda-carrion, Muhammad Waseem BariAbstract:The aim of this work focuses on the relationship among the Dark Triad (psychopathy, narcissism, and Machiavellianism), perceptions of Organizational Politics, political skills, and counterproductive work behavior. This study empirically tests the mediating role of perceptions of Organizational Politics in the relationship between the Dark Triad and counterproductive work behavior. Furthermore, the study investigates the moderating role of political skills in strengthening the link between the Dark Triad and the perceptions of Organizational Politics. A sample of 149 participants was randomly selected. To analyze the data of the present work, we employed a structural equation model using partial least square and PROCESS. From empirical findings, we imply an inference that perception of Organizational Politics partially mediates the Dark Triad's influence on the counterproductive work behavior. Moreover, the results identify the moderating role of political skills in strengthening the link between the Dark Triad and the perceptions of Organizational Politics. Empirical findings suggest important policy implications for the hospitality industry.
