American Journal of Social Science Research
Articles Information
American Journal of Social Science Research, Vol.3, No.3, Jun. 2017, Pub. Date: Oct. 17, 2017
The Influence of Perceived Organizational Politics on Employee Performance: A Case Study of Lahore, Pakistan
Pages: 7-11 Views: 798 Downloads: 81
Authors
[01] Arshad Haroon, College of Accountancy, Superior University, Lahore, Pakistan.
[02] Yasir Hussain, College of Accountancy, Superior University, Lahore, Pakistan.
[03] Muhammad Mohsin Nawaz, College of Accountancy, Superior University, Lahore, Pakistan.
Abstract
The aim of this paper is to examine the impact of perceived organizational politics on employees’ performance in Lahore, Pakistan. For this purpose, previous research literature was critically reviewed regarding perceived organizational politics and employee’s performance and the data was collected through self-administrative questionnaires. 250 questionnaires were distributed among the employees of different private organizations in Lahore, Pakistan and 230 completed questionnaires were received giving us a response rate of 92%. The non-probability convenience sampling technique was used for the selection of data collection. SPSS 20.0 was used in order to study the impact of perceived organizational politics on employees’ performance. Pearson product moment correlation and regression analysis is used. Findings indicated that a negative relationship exists between perceived organization politics and employee’s performance.
Keywords
Employees Performance, Perceived Organizational Politics, Manufacturing Sector
References
[01] Aggarwal, U., & Bhargava, S. (2010). Predictors and outcomes of relational and transactional psychological contract. Psychological Studies, 55(3), 195-207.
[02] Rastgar, A. A., & Pourebrahimi, N. (2013). Social loafing in banking industry of Iran: Investigating the role of organizational commitment. Asian Journal of Research in Social Sciences and Humanities, 3(5), 1-11.
[03] Lee, S. M., Lee, D., & Kang, C. Y. (2012). The impact of high-performance work systems in the health-care industry: employee reactions, service quality, customer satisfaction, and customer loyalty. The Service Industries Journal, 32(1), 17-36.
[04] Adams, J. S., Tashchian, A., & Shore, T. H. (2001). Codes of ethics as signals for ethical behavior. Journal of Business Ethics, 29(3), 199-211.
[05] Sparrow, P. R., & Gaston, K. (1996). Generic climate maps: a strategic application of climate survey data? Journal of Organizational Behavior, 679-698.
[06] Pfeffer, J. (1992). Management with Power, Boston. MA: Harvard Business School Press
[07] Vigoda, E. (2002). Stress‐related aftermaths to workplace politics: the relationships among politics, job distress, and aggressive behavior in organizations. Journal of organizational Behavior, 23(5), 571-591.
[08] Kacmar, K. M., & Baron, R. A. (1999). Organizational politics: The state of the field, links to related processes, and an agenda for future research.
[09] Chang, C. H., Rosen, C. C., & Levy, P. E. (2009). The relationship between perceptions of organizational politics and employee attitudes, strain, and behavior: A meta-analytic examination. Academy of Management Journal, 52(4), 779-801.
[10] Forret, M. L. & Dougherty, T. W. (2001). Correlates of networking behavior for managerial and professional employees. Group & Organization Management, 26 (3), 283-311.
[11] Ferris, G. R., Russ, G. S., & Fandt, P. M. (1989). Politics in organizations n RA Giacalone & P. Rosenfeld (Eds). Impression Management in the Organization.
[12] Kacmar, K. M., Collins, B. J., Harris, K. J., & Judge, T. A. (2009). Core self-evaluations and job performance: the role of the perceived work environment. Journal of Applied Psychology, 94(6), 1572.
[13] Mintzberg, H. (1985). The organization as political arena. Journal of management studies, 22(2), 133-154.
[14] Treadway, D. C., Ferris, G. R., Hochwarter, W., Perrewé, P., Witt, L. A., & Goodman, J. M. (2005). The role of age in the perceptions of politics--job performance relationship: a three-study constructive replication. Journal of applied psychology, 90(5), 872.
[15] Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500.
[16] Kacmar, K. M., & Baron, R. A. (1999). Organizational politics: The state of the field, links to related processes, and an agenda for future research.
[17] Gotsis, G. N., & Kortezi, Z. (2010). Ethical considerations in organizational politics: Expanding the perspective. Journal of Business Ethics, 93(4), 497-517.
[18] Shao, R., Rupp, D. E., Skarlicki, D. P., & Jones, K. S. (2013). Employee justice across cultures: A meta-analytic review. Journal of Management, 39(1), 263-301.
[19] Hofstede, G. H., & Hofstede, G. (2001). Culture's consequences: Comparing values, behaviors, institutions and organizations across nations. Sage.
[20] Kennedy, J. C. (2002). Leadership in Malaysia: Traditional values, international outlook.
[21] Dubinsky, A. J., & Levy, M. (1985). Ethics in retailing: Perceptions of retail salespeople. Journal of the Academy of Marketing Science, 13(1), 1-16.
[22] Rosen, C. C., Levy, P. E., & Hall, R. J. (2006). Placing perceptions of politics in the context of the feedback environment, employee attitudes, and job performance. Journal of Applied Psychology, 91(1), 211-220.
[23] Vigoda-Gadot, E. & Meisler, G. (2010). Emotions in management and the management of emotions: The Impact of Emotional Intelligence and Organizational Politics on Public Sector Employees. Public Administration Review, 70 (1), 72-86.
[24] Goleman, D. (1995). Emotional Intelligence. Bantam Books: New York, NY.
[25] Petrides, K. V. & Furnham, A. (2006). The role of trait emotional intelligence in a gender-specific model of organizational variables. Journal of Applied Social Psychology, 36 (2), 552-569.
[26] Hochwarter, W. A. &Treadway, D. C. (2003). The interactive effects of negative and positive affect on the politics perceptions-job satisfaction relationship. Journal of Management, 29 (4), 551-67.
[27] Treadway, D. C., Adams, G. L., & Goodman, J. M. (2005). The formation of political sub-climates: Predictions from social identity, structuration, and symbolic interaction. Journal of Business and Psychology, 20(2), 201-209.
[28] Pfeffer, J. (1981). Power in Organizations. London: Pitman Publishing
[29] Kacmar, K. M., & Ferris, G. R. (1991). Perceptions of organizational politics scale (POPS): Development and construct validation. Educational and Psychological measurement, 51(1), 193-205.
[30] Wiedower, K. A. (2002). A shared vision: The relationship of management communication and contingent reinforcement of the corporate vision with job performance, organizational commitment, and intent to leave.
[31] Enyinna, U. K., Lazarus, O., & Ukpai, K. A. Organizational Politics and Employees’ Performance in Private Sector Investment: A Comparative Study of Zenith Bank Plc and Alcon Plc. Nigeria.
600 ATLANTIC AVE, BOSTON,
MA 02210, USA
+001-6179630233
AIS is an academia-oriented and non-commercial institute aiming at providing users with a way to quickly and easily get the academic and scientific information.
Copyright © 2014 - 2017 American Institute of Science except certain content provided by third parties.