Organizational Politics and Occupational Health Psychology: A Demands‐Resources Perspective

Albrecht, Simon L.; Landells, Erin M.

doi:10.1002/9781119942849.ch1

Cited by 16 publications

(16 citation statements)

References 60 publications

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“…By facilitating work drive for those facing threat, both affective and strain-related manifestations may be made more acceptable. Finally, results support research recognizing nonpejorative outcomes of politics perceptions (Albrecht & Landells, 2012). Gotsis and Kortezi (2010) argued that politics epitomizes a well-established reality affecting a range of emotions, cognitions, and decisions.…”

Section: Discussionsupporting

confidence: 74%

Driving Away the Bad Guys

Hall

Franczak

et al. 2016

Journal of Leadership & Organizational Studies

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The previously uninvestigated role of work drive as a moderator of perceptions of politics–job outcomes relationships was examined in a series of field studies. Consistent with the underpinnings of sensemaking theory, we hypothesized that those with high levels of work drive would experience fewer adverse consequences when coupled with heightened perceptions of politics relative to those reporting less work drive. Across two independent studies, hypotheses were strongly supported. Specifically, perceptions of politics demonstrated a significant, direct influence on job satisfaction, job tension, and emotional exhaustion for those with less work drive in Sample 1 (municipal employees) and only a minimal impact for those with higher levels of drive. Results were replicated in Sample 2 (members of a management association). Implications of these findings for science and practice, strengths and limitations, and future research directions are discussed.

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Section: Discussionsupporting

confidence: 74%

Driving Away the Bad Guys

Hall

Franczak

et al. 2016

Journal of Leadership & Organizational Studies

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“…Regardless of the context in which event-based politics occur, the political behaviors of others are high in criticality because they present either a threat or opportunity (Albrecht & Landells, 2012). Appraisals of threat or opportunity depend on the relevance of observed acts to the self and their potential to promote or prevent goal attainment (Lazarus & Folkman, 1984).…”

Section: Event-based Perceptions Of Organizational Politicsmentioning

confidence: 99%

Perceptions of Organizational Politics Research: Past, Present, and Future

Hochwarter

Rosen

Jordan³

et al. 2020

Journal of Management

107

137

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Research examining the influence of perceptions of organizational politics (POPs) is currently at a nexus—capable of recognizing its previous contributions but also with an eye toward the future. Scholars credit much of the maturation over the past 30 years to Ferris, Russ, and Fandt’s seminal model. Despite the ever-increasing number of publications attributed to this topic, and model, opportunities to bridge and expand the current research base remain plentiful. We begin this review by differentiating POPs from political behavior and constructs considered overlapping conceptually. We then describe the evolution of two models responsible for guiding POPs research and conclude our review by summarizing meta-analytic studies investigating antecedents and outcomes of POPs. Doing so allows us to identify gaps currently impeding development and to recommend relevant approaches to extend research. Following this review, we introduce event systems theory as a guiding framework for integrating and expanding the knowledge base. This structure allows scholars to recast POPs as a discrete phenomenon capable of being evaluated in terms of its novelty, disruption, and criticality. Theoretically, this approach allows for greater precision in identifying causes and consequences of POPs, and it provides insight into how such perceptions emerge and evolve. Last, we discuss future research opportunities intended to improve understanding of this pervasive phenomenon, and we encourage much-needed future research examining the dynamics of POPs in contemporary work settings.

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“…To the extent that political behaviors have positive implications for employees, organizational politics scholars (e.g. Albrecht and Landells, 2012; Kane-Frieder et al, 2014) have begun to recognize that some forms of politics may be seen as challenge stressors because they provide opportunities for individuals to achieve their goals, depending on what personal resources they bring to the situation.…”

Section: Theory and Hypothesis Developmentmentioning

confidence: 99%

When organizational politics matters: The effects of the perceived frequency and distance of experienced politics

2017

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Drawing from literature linking organizational politics with effects of challenge or hindrance stressors, this study investigated the effects of the frequency and psychological distance of positive and negative conceptualizations of perceived politics on the impact to the individual. It was hypothesized that the frequency of political behavior would exhibit an inverted-U-function relationship with favorable evaluations of political behavior and that this relationship would be moderated by distance. Two independent samples were used to test the hypotheses. Results for negative conceptualizations of perceived politics indicated a curvilinear frequency–evaluation relationship such that moderate levels of negative or dysfunctional politics are evaluated more favorably than either high or low levels. The distance of the political behavior was further found to moderate this relationship, with distant politics having little effect on the frequency–evaluation relationship, but politics with nearby impact yielding more negative evaluations as frequency increased. For positive conceptualizations of perceived politics, results revealed that respondents evaluated this form of politics more favorably the more it occurred. Further, positive political behavior was reported to be less desirable when its impact was believed to be at a distance rather than being felt by respondents personally. Implications are discussed.

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Organizational Politics and Occupational Health Psychology: A Demands‐Resources Perspective

Cited by 16 publications

References 60 publications

Driving Away the Bad Guys

Driving Away the Bad Guys

Perceptions of Organizational Politics Research: Past, Present, and Future

When organizational politics matters: The effects of the perceived frequency and distance of experienced politics

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