The perceptions of organizational politics model proposed by Ferris, Russ, and Fandt (1989) was tested in this study, and reasonably strong support was found for most of the linkages in the model, including the moderating effects of control and understanding, and the mediating effects of politics between predictors and outcomes. Furthermore, politics was characterized as a potential source of stress in the work environment, contributing to our understanding of the dynamics of politics in organizations. The results of the present study are discussed in light of the implications and directions for future research.

The present study integrates theory and research on power, politics, and social constructionism to investigate how human resource (HR) departments in organizations gain influence. Survey results from 242 organizations demonstrated that symbolic actions are stronger predictors of HR department power than unionization, HR performance, and top management attitudes. Implications of the results are discussed as are directions for future research.

PurposeThe objective of this study is to gain more insight into Malaysian human resource management, in terms of its history and current HR practices. Also, this paper also intends to examine the impact of implementing HR practices on the overall organization's performance based on a sample of 217 Malaysian based companies.Design/methodology/approachData were collected via questionnaires from human resource managers and top executives responsible for the managing human resources in their respective organizations. A sample of 217 Malaysian firms participated in this study. Using SPSS, a regression analysis was used to measure the impact of human resource practices on organizational performance.FindingsThe key finding of this study is that HR practices do have a significant impact on the performance of Malaysian organizations. In a nutshell the results of this study suggest a positive association between HR practices and firm performance.Originality/valueThis study contributes to the understanding of how Malaysian companies perceive the importance of human resource practices on overall organizational performance. HR practitioners can use the findings to support the case for implementing HR practices in organizations.

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