Perceptions of Organizational Politics: Prediction, Stress-Related Implications, and Outcomes

Ferris, Gerald R.; Frink, Dwight D.; Galang, Maria Carmen; Zhou, Jing; Kacmar, K. Michele; Howard, Jack L.

doi:10.1177/001872679604900206

Cited by 349 publications

(343 citation statements)

References 37 publications

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“…Ferris, et al [26][27][28][29] came to the same conclusion in studying the empirical relationship between organizational politics and work anxiety and its relation to work stress. Firstly, they argue that politics and stress are both perceptual in nature.…”

Section: Literature Reviewmentioning

confidence: 82%

Work stress, -Burnout and Organizational Politics: Perceptions and Experience of Senior Managers in the South African Government Sector

Swartz¹,

Potgieter²

2017

Review Pub Administration Manag

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This study attempts to understand the causes and levels of work stress and burnout in a quantitative context. A mix method was adopted in which issues of organizational politics was also explored by using a qualitative approach. The sample was derived from a department of the South African Public Service and three quantitative questionnaires, namely the 'Work Life Experience Questionnaire', 'Maslach's Burnout Questionnaire' and a 'Biographical Questionnaire', were the measuring tools for this study. The sample constituted of 341 senior officials whose positions ranged from Assistant Director to the Director General and 231 questionnaires were completed. The qualitative aspect used semi structured questionnaires as well as individual interviews. A cross-sectional approach was adopted. The results indicated that stress levels are significant high within and outside the work environment. One of the outstanding conjectures of this study is to investigate the relationship between stress and burnout in the post-apartheid era. The study also reveals that organizational politics plays a big role in influencing stress levels which leads to burnout. The aim of the study is to make national government departments aware of the relationship between job stress and burnout as well as the role that organizational politics played amongst senior government officials, post 1994 apartheid era.

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Section: Literature Reviewmentioning

confidence: 82%

Work stress, -Burnout and Organizational Politics: Perceptions and Experience of Senior Managers in the South African Government Sector

Swartz¹,

Potgieter²

2017

Review Pub Administration Manag

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“…Other studies have found support for the prediction that negative consequences of perceived politics may be moderated by individual differences, such as: perceived control over the work environment (Ferris, et al 1996), need for achievement , and self-promoting behaviour (Harrell-Cook, Ferris & Duhlebohn,. 1999).…”

Section: Politics and Politicians At Workmentioning

confidence: 98%

“…There is also support for hypothesized links between perceptions of politics and consequences for employees. Studies have found that higher levels of perceived politics are associated with reduced job satisfaction (Cropanzano, Howes, Grandey & Toth, 1997;Drory, 1993;Ferris, Frink, Galang, Zhou, Kacmar & Howard, 1996;Ferris & Kacmar, 1992;Nye & Witt, 1993;Parker et al 1995;Vigoda, 2000), lower employee morale (Voyer, 1994), reduced organizational commitment (Cropanzano et al 1997;Ferris & Kacmar, 1992;Nye & Witt, 1993;Randall, Cropanzana, Bormann & Birjulin 1999;Vigoda, 2000), and increased intentions to leave (Cropanzano et al 1997;Maslyn & Fedor, 1998;Vigoda, 2000). Voyer (1994) also found that employees with higher levels of employee somatic tension, burnout and general fatigue were more likely to perceive their work environment to be political.…”

Section: Perceptions Of Politicsmentioning

confidence: 99%

The Good, the Bad and the Ugly: Politics and Politicians at Work

Silvester

2008

International Review of Industrial and Organizational Psychology 2008

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This is the accepted version of the paper.This version of the publication may differ from the final published version. (Gandz & Murray, 1980). Much less likely would be descriptions of political actions being used for the good of others or to achieve some work-related goal. Permanent repository linkPolitics is associated with the "dark side" of workplace behaviour and researchers have described political behaviour as inherently divisive, stressful, and a cause of dissent and reduced performance (e.g., Bolino, 1999;Fandt & Ferris, 1990; Ferris, Adams, Kolodinsky, Hochwater & Ammeter, 2002;Kacmar & Baron, 1999;Witt, 1998). For the most part political activity is seen as something that needs to be minimized or removed to maximize organizational functioning.Yet, politics and politicians are also at the heart of democracy: their performance affects This chapter considers why I/O psychologists do not look to political arenas to test or apply their theories and research, and why there have been so few attempts to explore organizational politics in the broader political context of government organizations. It considers whether this is a missed opportunity or whether valid differences make it difficult to draw comparisons between politics in the workplace and the politics of government. In order to do this, the chapter critically reviews research on workplace politics by I/O psychologists and reflects on findings in relation to the broader arena of politicians and political work. The primary focus is on individuals acting politically rather than groups or political systems. It asks whether a better understanding of political activity at work might be gained by studying politicians and political environments. The 1970s and 1980s saw burgeoning interest in the topic of organizational politics.Effort was devoted to explaining why politics occurred, when it was likely to occur, the form it might take, as well as its likely consequences. Research focused on politics as an organizational phenomenon, with political activity resulting from individuals or groups with different needs competing for limited organizational resources. Organizations were described as political battlegrounds where coalitions form and deform in the process of building and exercising power, and daily campaigns are waged in an effort to control scarce resources (Bies & Tripp, 1995;Ferris, Perrewé, Anthony & Gilmore, 2000). Two broad perspectives emerged from this work. In the first of these researchers typically view politics as an illegitimate aspect of organizational life: a phenomenon that causes conflict and division between organizational members, impeding the achievement of organizational goals. Central to this perspective is the idea that politics involves placing self-interest above the interests of organization and other organizational members (see definitions of political behaviour in Table 1). Pettigrew (1973), for example, describes company politics as the by-play that occurs when a person or group wishes to advance themselves or their ideas...

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“…Outros efeitos relevantes identificados foram queda da moral, aumento da ansiedade e stress, fatores contraproducentes que evidentemente comprometem o resultado das organizações (Chang et al, 2009;Ferris, Frink, Galang, Zhou, Kacmar, & Howard, 1996).…”

Section: Autores Definiçãounclassified

“…Dependendo das experiências prévias de cada observador, metas pessoais de carreira, grupo do qual faz parte e até mesmo do gênero, um mesmo comportamento pode ser considerado político ou não (Ferris et al, 1996;Kacmar, Bachrach, Harris, & Zivnuska, 2011). O estudo da PPO parte da premissa de que aspectos atitudinais no local de trabalho são influenciados por percepções da realidade e não necessariamente da realidade por si só (Kacmar & Carlson, 1997;Bargal, 2006).…”

Section: Mensurando a Percepção De Política Na Organizaçãounclassified

Perceptions of organizational politics scale: adaptation and validation for the brazilian context

Moraes

2017

RECADM

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Keywords: Perception of politics; Scale; Validation; Construct. Hochwarter, Kacmar, Perrewe and Johnson (2003) (2003). O instrumento visa captar comportamentos políticos envolvendo ações em benefício próprio e manobras de bastidores. A versão para o português passou por sucessivas traduções, visando equilibrar aspectos semânticos, culturais e conceituais. As amostras foram provenientes do setor público (N=137) e do setor privado (N=122). A validade de construto foi verificada por Análise Fatorial, com uso da técnica dos eixos-principais e Análise Fatorial Confirmatória. A escala adaptada mostrou-se de fácil entendimento e com estrutura e características psicométricas confiáveis para futuras aplicações nos dois segmentos pesquisados. A estatística descritiva apontou escores de PPO elevados em relação às investigações internacionais, além de uma presença mais acentuada no setor público. O produto desta pesquisa contribui academicamente com a disponibilização de um instrumento de medida para um cenário que, apesar de ser historicamente descrito como político, carece de abordagens quantitativas voltadas à política nas organizações. Como contribuição prática, a escala pode auxiliar em diagnósticos e ações gerenciais que considerem minimizar os efeitos negativos que a PPO traz ao mundo laboral. This study aimed to provide a Perception of Organizational Politics (POP) Scale adapted and validated for the Brazilian context from the original ofEscala de percepção de política na organização: adaptação e validação para o contexto brasileiro.

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Perceptions of Organizational Politics: Prediction, Stress-Related Implications, and Outcomes

Cited by 349 publications

References 37 publications

Work stress, -Burnout and Organizational Politics: Perceptions and Experience of Senior Managers in the South African Government Sector

Work stress, -Burnout and Organizational Politics: Perceptions and Experience of Senior Managers in the South African Government Sector

The Good, the Bad and the Ugly: Politics and Politicians at Work

Perceptions of organizational politics scale: adaptation and validation for the brazilian context

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