Political behaviors as moderators of the perceptions of organizational politics—work outcomes relationships

✍ Scribed by Gloria Harrell-Cook; Gerald R. Ferris; James H. Dulebohn

• Publisher: John Wiley and Sons
• Year: 1999
• Tongue: English
• Weight: 131 KB
• Volume: 20
• Category: Article
• ISSN: 0894-3796
• DOI: 10.1002/(sici)1099-1379(199912)20:7<1093::aid-job945>3.0.co;2-#

✦ Synopsis

This study investigates the complexities involved in the relationships between perceptions of politics and work outcomes by examining the eects of political behavior on that relationship. More speci®cally, we suggest that political behavior may serve as a form of control or as a mechanism for coping with highly political organizational environments perceived by individuals to be aversive. As such, we propose moderating roles of self-promotion and ingratiation on the relationships between perceptions of politics and the work outcomes of satisfaction with job in general, satisfaction with supervision, and intent to leave. It was hypothesized that increased exercise of selfpromotion and ingratiation behaviors would mitigate the negative eects of perceptions of organizational politics on those speci®c outcomes. Hypotheses were supported for the proposed relationships between self-promotion and two of the work outcomes: satisfaction with supervision and intent to leave. Signi®cant eects were also found for ingratiation; however, they were opposite to those proposed for the perceptions of organizational politics±intent to leave relationship. Implications of results and areas for future research are discussed.