Sometimes enough is enough: Nurses’ nonlinear levels of passion and the influence of politics

Hochwarter, Wayne A.; Jordan, Samantha L.; Kapoutsis, Ilias; Franczak, Jennifer; Babalola, Mayowa T.; Khan, Abdul Karim; Li, Yingge

doi:10.1177/00187267221088535

Cited by 7 publications

(11 citation statements)

References 125 publications

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“…In certain situations and at low intensity, it can even have a stimulating effect on employee performance (Ellen et al. , 2022b; Hochwarter et al. , 2022).…”

Section: Discussionmentioning

confidence: 99%

“…Low levels of POP, like other organisational stressors (e.g. organisational constraints), can have a stimulating and mobilising effect on employees' behaviours (Ellen et al, 2022b;Hochwarter et al, 2022).…”

Section: Perception Of Organisational Politics and Job Performancementioning

confidence: 99%

“…Taking all the above findings into account, it can be concluded that organisational politics should not be always considered as threat as long as employees have access to organisational resources and supportive leadership in their workplaces. In certain situations and at low intensity, it can even have a stimulating effect on employee performance (Ellen et al, 2022b;Hochwarter et al, 2022).…”

Section: Theoretical Implicationsmentioning

confidence: 99%

“…First, it provides a new perspective on understanding the influence of POP on employee performance. Despite much current research on the variables moderating the relationship between POP and employee outcomes (Ellen et al, 2022b;Hochwarter et al, 2022;Takeuchi et al, 2022), explanations of this phenomenon are still incomplete. This study offers a unique contribution to the field of organisational politics research by demonstrating that the negative effects of POP occur mainly when employees also experience negative behaviours from superiors that increase both stress levels and intensify levels of organisational politicking.…”

Section: Introductionmentioning

confidence: 99%

“…Moreover, some prior work (e.g. Ellen et al, 2022b;Hochwarter et al, 2022) suggested that POP has nonlinear impact on job satisfaction and performance; namely, that there is a positive relationship for lowto-moderate levels of POP and a negative relationship at moderate-to-high levels on POP.…”

Section: Introductionmentioning

confidence: 99%

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Does organisational politics always hurt employee performance? Moderating–mediating model

Turek

2022

BJM

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PurposeDrawing on the job demands-resources theory, this study investigates the mediating role of job satisfaction and the moderating roles of abusive supervision and perceived organisational support (POS) in the relationship between perception of organisational politics (POP) and employee job performance. This study hypothesised that employees with high POS and low abusive supervision can function effectively even in organisations with a high level of organisational politics.Design/methodology/approachThe study was conducted anonymously on 408 employees, from companies operating in Poland which were completed using the computer-assisted telephone interview method. Statistical verifications of the moderation and mediation analyses were conducted with PROCESS macro.FindingsThe results showed that a high level of POP does not diminish employee performance when employees perceive low levels of abusive supervision and a high level of POS. Furthermore, the results revealed that job satisfaction mediates between POP and employee performance.Originality/valueThis study integrated research on politics, abusive supervision and POS to examine the collective impact of these variables on employee performance. The findings have important implications in terms of the potential buffering that can be applied to reduce the negative impacts resulting from POP.

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“…In certain situations and at low intensity, it can even have a stimulating effect on employee performance (Ellen et al. , 2022b; Hochwarter et al. , 2022).…”

Section: Discussionmentioning

confidence: 99%

Section: Perception Of Organisational Politics and Job Performancementioning

confidence: 99%

Section: Theoretical Implicationsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Does organisational politics always hurt employee performance? Moderating–mediating model

Turek

2022

BJM

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The contingent nature of the political skill-employee performance relationship.

Frieder¹,

Ellen²,

Kapoutsis³

2024

Journal of Applied Psychology

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The prevailing perspective in the organizational politics literature is that political skill facilitates heightened employee performance. Indeed, meta-analytic results have consistently found a positive relationship between political skill and both task and contextual performance. However, the literature has neglected the possibility of a contingent relationship between political skill and employee performance, despite arguments that organizations are political arenas in which employees also need political will. This is problematic because although politics are described as an ever-present facet of organizations, the extent to which work environments are politicized varies (Pfeffer, 1981), and such contexts can either constrain or enhance organizational behavior (Johns, 2006, 2018). Therefore, underpinned by the multiplicative framework of performance (i.e., P = f(M × A × C); Hirschfeld et al., 2004), we argue that the effects of political skill on employee task and contextual performance are contingent upon employee political will and the degree to which the work context is politicized. Results from a sample of working adults and their supervisors provided support for our hypothesis. Namely, political skill and political will interacted to predict heightened levels of task performance and citizenship behavior within more political contexts, but not within less political contexts. The contributions of this study to the politics literature are discussed commensurate with this study’s associated strengths and limitations.

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Is more always better? The influences of guanxi beliefs, participative decision-making and perceived organizational politics on HK and US nurses’ job satisfaction

Chen,

Shaffer,

Joplin

et al. 2024

CCSM

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PurposeDrawing on the challenge–hindrance stressor framework and the “too-much-of-a-good-thing” principle, this study examined the curvilinear effects of two emic social challenge stressors (guanxi beliefs and participative decision-making (PDM)) and the moderating effect of an etic social hindrance stressor (perceived organizational politics) on Hong Kong and United States nurses’ job satisfaction.Design/methodology/approachA quantitative survey method was implemented, with the data provided by 355 Hong Kong nurses and 116 United States nurses. Structural equation modeling was used to examine the degree of measurement equivalence across Hong Kong and US nurses. The proposed model and the research questions were tested using nonlinear structural equation modeling analyses.FindingsThe results show that while guanxi beliefs only showed an inverted U-shaped relation on Hong Kong nurses’ job satisfaction, PDM had an inverted U-shaped relation with both Hong Kong and United States nurses’ job satisfaction. The authors also found that Hong Kong nurses experienced the highest job satisfaction when their guanxi beliefs and perceived organization politics were both high.Research limitations/implicationsThe results add to the comprehension of the nuances of the often-held assumption of linearity in organizational sciences and support the speculation of social stressors-outcomes linkages.Practical implicationsManagers need to recognize that while the nurturing and development of effective relationships with employees via social interaction are important, managers also need to be aware that too much guanxi and PDM may lead employees to feel overwhelmed with expectations of reciprocity and reconciliation to such an extent that they suffer adverse outcomes and become dissatisfied with their jobs.Originality/valueFirst, the authors found that influences of guanxi beliefs and PDM are not purely linear and that previous research may have neglected the curvilinear nature of their influences on job satisfaction. Second, the authors echo researchers’ call to consider an organization’s political context to fully understand employees’ attitudes and reactions toward social interactions at work. Third, the authors examine boundary conditions of curvilinear relationships to understand the delicate dynamics.

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Sometimes enough is enough: Nurses’ nonlinear levels of passion and the influence of politics

Cited by 7 publications

References 125 publications

Does organisational politics always hurt employee performance? Moderating–mediating model

Does organisational politics always hurt employee performance? Moderating–mediating model

The contingent nature of the political skill-employee performance relationship.

Is more always better? The influences of guanxi beliefs, participative decision-making and perceived organizational politics on HK and US nurses’ job satisfaction

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