“Who Champions or Mentors Others”? The Role of Personal Resources in the Perceived Organizational Politics and Job Attitudes Relationship

Abstract

Drawing insight from affective events theory, this study presents a new dimension of perceived organizational politics and job attitudes. The motivation for this study was based on the fact that perceived organizational politics affect job attitudes and that personal resources (political skill and work ethic) moderate the direct relationship between perceived organizational politics and job attitudes in the context of the higher-education sector. In this regard, the data was collected through purposive sampling from 310 faculty members from higher-education institutions in Pakistan. To test the relationships among the variables, we employed structural equation modeling via the AMOS software version 24.0. The results indicated that perceived organizational politics were significantly negatively related to job satisfaction. Moreover, perceived organizational politics were non-significantly related to job involvement. Political skill and work ethic weakened the relationship between perceived organizational politics and job satisfaction. We anticipated that these personal resources could mitigate the negative effect of perceived organizational politics and job attitudes. This study also suggests organizations to train their employees to develop essential personal skills.

Re-Engineering the Human Resource Strategies Amid and Post-Pandemic Crisis: Probing into the Moderated Mediation Model of the High-Performance Work Practices and Employee's Outcomes

“…Finally, scholars explained that instituting HPWPs culture in organizations enables the workforce to develop skills aligned with the organizational goals and strategies (MacDuffie, 1995). Empirical studies have suggested that implementing HPWPs in the organizational arena (Kim and Liu, 2017;Iqbal, 2019;Kumar and Reddy, 2019;Nansubuga et al, 2019;Ogbonnaya and Messersmith, 2019) leads to different positive consequences such as increased well-being, knowledge sharing behavior (Ali et al, 2021), and high individual and organizational performance (Khan et al, 2021). Furthermore, HPWPs enable employees to gain resources that increase EIRP and ETP through ability, motivation, and participation at the workplace.…”

Association between Perceived Organizational Politics and Intentions to Quit: Mediating Role of Emotional Exhaustion

“…This argument is supported by empirical findings repeatedly highlighting POP negatively affecting employees' well-being as well as organizational outcomes. POP has been found associated with a diverse attitudinal and behavioral outcome for example, job satisfaction (Khan et al,2018;khan et al,2019), organizational citizenship behavior, in-role performance (Byrne, 2005), burnout and low performance at work (Harris, Andrews, & Kacmar, 2007), job related negative emotions and outcomes (Khan et al,2021) producing job tension as well as emotional exhaustion (Hall et al, 2017). Of many attitudinal and behavioral outcomes of POP, intention to quit seems very important, as intention to leave is a strong predictor of actual turnover (Harris, Andrews, & Kacmar, 2007).…”

“…This last factor namely pay and promotion policies is related to the way organizations behave politically while implementing the policies (Kacmar & Ferris, 1991 as cited in Kacmar & Carlson, 1997, p, 629;Kacmar & Ferris, 1993;Kacmar & Carlson, 1997, p, 631). Such practices in the organizations, e.g., inequitable reward, unfairness and discrimination in the organization lead employees to behave in a negative way, show anger and distress and intentions to quit job (Adebayo, Sunmola, &Udegbe, 2008).Employees who perceive discrimination in rewards from the organization more likely engage in political behaviors themselves (Kacmar &Carlson, 1997, p, 631).These predictors of intentions to quit have been researched widely in past literature including hostile attribution style of individuals at workplace (Harvey, Harris, & Martinko, 2008), unfairness and discrimination in rewards and promotion policies (Oluwafemi, 2013) and POP in their environment (Khan et al, 2021).Therefore, we hypothesized that:…”

“…Recently, scholars have well acknowledged that stressful factors such as perceived organizational politics engenders negative reactions in employees that can exacerbate the situation (Khan et al 2021;Lawong et al 2018). Perceived organizational politics (POP) is an individual's perception about the overall organizational environment where other members of organization are involved in political actions and activities which may be beneficial for them but can harm others (Khan et al,2018).…”

Linking Job Satisfaction to Employee Performance: The Moderating Role of Islamic Work Ethics

“…Public sector organizations are challenged with poor performance of employees in developing countries (Chughtai & Shah, 2020). Employees in public sector organizations feel less satisfied than the corporate sector, which also becomes the cause of low performance (Khan et al, 2021). It has been observed in the earlier studies that job satisfaction (JS) has become an interesting research topic, especially in the context of public sector organizations (DeHart-Davis, Davis, & Mohr, 2015;Overman, 2020).…”