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The relationship of organizational politics and support to work behaviors, attitudes, and stress

✍ Scribed by RUSSELL CROPANZANO; JOHN C. HOWES; ALICIA A. GRANDEY; PAUL TOTH

Publisher: John Wiley and Sons
Year: 1997
Tongue: English
Weight: 270 KB
Volume: 18
Category: Article
ISSN: 0894-3796
DOI: 10.1002/(sici)1099-1379(199703)18:2<159::aid-job795>3.0.co;2-d

No coin nor oath required. For personal study only.

✦ Synopsis

The purpose of this paper is to report two studies that investigated the consequences of organizational politics and organizational support on two separate samples of employees. Study 1 surveys 69 full-time employees, while Study 2's sample includes 185 part-time workers. Four major ®ndings were observed. First, the present studies replicated prior ®ndings concerning the relationships of politics and support to such variables as withdrawal behaviors, turnover intentions, job satisfaction and organizational commitment. In general, politics is related to negative work outcomes while support is related to positive ones. Consistent results were obtained within both the full-and part-time samples. Second, we elaborated upon previous work concerning the relationship of politics and support to job involvement. Third, we found in both samples that politics and support did predict above and beyond each other, suggesting that they should be viewed as separate constructs rather than opposite ends of a single continuum. Lastly, Study 2 extended the research on politics and support by analyzing their relationships to four work stress variables: job tension, somatic tension, general fatigue, and burnout. Each of these four variables was predicted by both politics and support.

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