A Framework for Research and Practice: Relationship among Perception of Organizational Politics, Perceived Organization Support, Organizational Commitment and Work Engagements

Abstract

Since the Reform and Opening-up in China, the rapid development of China's economy has lasted for nearly forty years. As the basic units of economic activity, Chinese enterprises also continue to grow. Especially in recent years, the enterprises have become increasingly scientific and standardized. However, the "Officer Standard", residual product of thousands of years of Chinese feudal society and the centralization consciousness in culture, leads to organizational polities existing in various organizations. Moreover, the inevitable contradiction between the scarcity of resources and the multiplicity of interests aggravates intrigue and calculation. As a subjective understanding and evaluation of the degree of Self-Interest behaviors of other people in the organization, perception of organizational politics has been proved to have an important impact on the attitude and behavior of employees. As a heated research topic of active organization behavior, work engagement may be affected by the perception of organizational politics of the staff, and has a profound influence on the organization's vitality and development. Based on the Chinese cultural background, this research theoretically studies the relationship among the perception of organizational politics, perceived organization support, organizational commitment and work engagement. We adopt the method of literature research and go over the related research results systematically. At the same time, we put forward the theoretical model of this study by employing Conservation of Resources theory and Social Exchange theory. Our research result has indicated that the perception of organizational politics is negatively related to work engagement, in which organizational commitment plays a mediating role and perceived organization support plays a regulating role.

Impersonal Trust and Perceived Organizational Politics on Organizational Commitment

“…This study supports the research of Jam et al (2011), who perceived that organizational politics has no effect on organizational commitment. However, this study differs from that of Vigoda (2000), Chen and Indartono (2011), Utami et al (2014), Butt et al (2013), Rong and Cao (2015), who perceived organizational politics as negatively affecting organizational commitment.…”

“…Thus, the high level of politics within the organization perceived by members of the organization, will have an impact on the commitment of the organization's members to the organization. Vigoda's research (2000), Chen and Indartono (2011), Utami et al (2014), Butt et al (2013) and Rong and Cao (2015), say that perceived organizational politics negatively affect organizational commitment. Based on the description, the hypothesis is proposed as follows: H1: Perceived organizational politics negatively affects organizational commitment.…”

How perceived organizational politics cause work-to-family conflict? Scoping and systematic review of literature

“…It strongly predicts the employee's orientation toward the organization and work, employee performance, and wellbeing [76]. In contrast, the perception of OP demotes employees associated with the organization but high POS will permit employees to perceive their workplace or workplace behavior as political [17,58,121]. POS impacts the employees' behavior and works attitude [23,26]; meanwhile, POS is inversely associated with WFC [55,75].…”

On the Intermediary Effect of Organizational Policy: The Effect of Perceived Ethical Climate on Corruption Behavior of Teachers

“…It is known that organizational policy perception increases in organizations whose resources are scarce and distribution procedures are not transparent, where the decisions are taken do not guide the use of resources, organizational change is not effectively managed, the self-serving and self-empowering behavior of the leaders of the organization increase, there are role ambiguities and poor performance appraisal systems, employees do not trust each other, and employees with Machiavellian values are employed. The reactions of the organization and the management of the organization to all these negativities reduce or increase the frequency of showing political behavior in organizations (McShane & Von Glinov, 2014/2016Robbins & Judge, 2011/2012Rong & Cao, 2015).…”