Effect of perceived organisational politics on job performance Essay

The intent of this research paper is to mensurate the consequence of sensed organizational political relations on occupation public presentation, utilizing perceived organizational support as a go-between. Further, this paper besides aims to mensurate the moderating impact played by the respondents ‘ gender in the same.

A questionnaire was given to professionals working in the services industry through the cyberspace inquiring about their sentiments on the being of political relations in their company, the degree of support that they receive from their administration, and a ego assessment on their occupation public presentation.

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Perceived organizational support to the full mediated the relationship between perceived organizational support and occupation public presentation. Our survey besides concludes that perceived organizational political relations has a greater impact on work forces than adult females.

Research Limitations/Implications
A ego reported transverse sectional questionnaire signifier was administered to roll up all steps. The figure of respondents to this study was limited to the employees of the Service sector in India. Future range in this country could concentrate on other sectors in India, to confirm the findings in this research.

Practical Deductions
The study findings could be used in industry to make a contributing work atmosphere for the employees to work in. Besides at a deeper degree, the directors could foretell the public presentation of male and female employees in the company depending on the support provided to them.

The paper provides the first sort of relationship between perceived organizational political relations and occupation public presentation in the Indian context. Besides, the consequence of gender as a go-between has been studied for the first clip in this survey.

Paper Type

Research Type


Research Aims
The followers are the aims of this research paper:

To mensurate the consequence of Perceived Organizational Support ( POS ) on Job Performance

To mensurate the consequence of Perceived Organizational Politics ( POP ) on Job Performance

To entree the interceding consequence of POS on the POP – Job Performance relationship

To mensurate the impact of gender as a moderator variable on POP – Job Performance relationship

To mensurate the impact of gender as moderator for the mediation consequence of POS on the POP – Job Performance relationship

Research Background and Hypothesis
Previously, there have been significant sum of research to happen out the relationship between the Organization support/politics and assortment of results like occupation satisfaction and organisational committedness ( Marjorie L. Randall et al. , 1999 ) . The relation between organisational support and committedness was established by documents like Panaccio et al. , 2009 and consequence of organisational support on occupation satisfaction was established most late by Armstrong-Stassen et al. , 2009. Organizational political relations consequence on employee behavior and occupation satisfaction was looked at by research workers like Chang et al. , 2009 and Breaux et al. , 2009 severally.

While it is of import to cognize how people feel about their work, it is besides every bit of import to cognize and understand how people behave at the workplace. The former is from the position of the individual/employee and the latter is from the position of organisation. We here in for our research, intend to look at things from organisation point of position and hence decided to understand how the sensed organisation support and sensed organisation political relations consequence the organisation as a whole. To understand that, we can look at things issues like employee turnover, occupation public presentation etc. Of all, we believe, occupation public presentation is the most of import issue which has the most touchable impact on the organisation and therefore hold decided to concentrate on occupation public presentation in our research.

The consequence of sensed organisational support on occupation public presentation was looked at by quite a few research documents ( Webster et al. , 2010 ; Hochwarter et al. , 2006 ; Marjorie L. Randall et al. , 1999 ; Orpen et al. , 1994 to call a few ) with organisational support as either a moderating concept or normal concept. All these research documents were from an international position and for all organisations in general. This is where our research paper is different. We intend to look at this relationship and understand how relevant it is from the Indian working environment scenario and to be more specific for the service sector in India. Service sector in India today contributes to the GDP of the state by about 56 % .[ 1 ]Trying to understand the deduction of POS and POP on public presentation for such sectors would hold great practical significance.

Perceived Organizational Support
Harmonizing to Organizational support theory ( Eisenberger, Huntington, Hutchison, & A ; Sowa, 1986 ) , perceived organisational support is defined as the planetary beliefs that employees develop refering the extent to which the organisation appreciates their attempts and is bothered about their wellbeing. It is besides the feeling that aid would be available from the organisation to transport out one ‘s occupation expeditiously and to cover with nerve-racking state of affairss ( George, Reed, Ballard, Colin, & A ; Fielding, 1993 ) . So, if an employee perceives the organisational support of his organisation to be high, they develop a favorable orientation towards the organisation and assign human like features to it like caring, supportive, nurturing etc. ( Eisenberger et al. ) .

POS is assumed to increase the employee committedness towards the organisation as higher the support the employee gets from the organisation, higher would be his motive or committedness to return the favor back to the organisation. Harmonizing to Eisenberger et al. , the extent to which positive POS would increase the work attempt of the employee would depend on the strength of the exchange political orientation of the employee. Exchange political orientation refers to stuff and symbolic benefits the employee would acquire in exchange for the work attempt he puts in. Such exchange political orientations arise from the norm of reciprocality which says that people should assist those who have helped them ( Gouldner 1960 ) .

To prove the cogency of exchange theory, many research workers have attempted to understand how sensed organisational support affects the assorted results like absenteeism, occupation satisfaction, occupation public presentation, turnover purposes and other related citizenship behavior. More on assorted researches done on POS would be explained subsequently in the study where we intend to explicate the hypothesis.

Organizational support theory says that there are ancestors which affect the POS and there are consequents – issues which are affected by POS ( Linda Rhoades et Al. 2002 ) . Fairness, Supervisor Support, and Organizational Rewards and Job Conditions are the ancestors for POS which increase the POS. Some the consequents of POS have been mentioned above and these include Organizational committedness, Job related affect, Job Involvement, Performance, strains and desire to stay and withdrawal purposes ( turnover purposes ) .

Perceived Organizational Politicss
Harmonizing to Pfeffer ( 1981 ) , organizational political relations is “ the survey of power in action ” . It is when an employee is more interested in prosecuting his personal terminals without respect to the affect of his actions on the accomplishment of organizational ends. Organisations therefore go political spheres wherein employees are matched against each other with each seeking to overreach each other. Therefore, distributing chitchat and rumor about another individual, thereby demoing the individual in a bad visible radiation in forepart of higher-ups is an illustration of political behavior in an administration. We can state that political relations is basically an knowing influence procedure the individual is chiefly concerned with maximizing his ego involvement either in the short-run or in the long term. However, while political relations may or may non be really present, the perceptual experience of its presence or absence is highly of import.

The research of Gandz & A ; Murray ( 1980 ) suggests that political relations is a province of head instead than an nonsubjective province. Everyone in the administration may non comprehend the same province of organizational political relations, for some it may be more while for others it may be less and for some it may non even be present ( Gandz & A ; Murray ; Kacmar & A ; Ferris, 1991 ; Zahra, 1985 ) . Besides political relations may non ever be perceived as negative. However, when perceived as negative, it leads to feelings of uncertainness and ambiguity among the employees since they do non cognize how their actions will be interpreted, they are diffident of their milieus and do non cognize how to respond.

The relationship between perceptual experience of political relations and its ancestors and consequents was described in the work of Ferris et Al. ( 1989 ) . The factors which function as ancestors or causes of political relations perceptual experience were grouped as either organizational influences ( centralization, formalization, hierarchal degree and span of control ) ; personal influences ( gender and age ) and job/work environment influences ( occupation liberty, occupation assortment, feedback and quality of relationships with supervisors and colleagues ) harmonizing to this survey. In bend, political relations perceptual experience has a important consequence on its consequents which include results like occupation engagement, occupation satisfaction, organizational backdown and occupation anxiousness.

Job Performance
Job public presentation is a term that is frequently used but slackly defined, which deals with the person at his or her workplace. The most normally used definition of workplace is from John P Campbell et Al. Job public presentation is described as an single degree variable which entirely depends on the person considered. That is, public presentation is wholly dependent and determined by the person ‘s operation.

Darwish E Yousef ( 1999 ) studied the relationship between occupation public presentation and occupation satisfaction with organizational committedness as a go-between. The method of mensurating occupation public presentation was a self assessment procedure through which the participants had to rate themselves based on two parametric quantities, quality and productiveness. Job public presentation was finally found to mensurate subjective and nonsubjective steps of organizational committedness.

Micheal Ashton ( 1998 ) discussed the function of personality and its influence on occupation public presentation. The survey which was conducted on several entry degree employees concluded that narrow traits are better forecasters of occupation public presentation than utilizing general factors of personality as forecasters.

Ann Bartel ( 1995 ) studied the function played by pay and preparation on occupation public presentation. In this survey, preparation was found to hold a positive consequence on occupation public presentation and therefore confirmed the hardiness of the relationship. The writer has concluded, based on limited informations that despite the being of a choice prejudice, preparation does better the overall productiveness of the employee.

Byrne ( 2006 ) concluded that both interactive and procedural justness was positively correlated with occupation public presentation. Therefore, harmonizing to the writer, there is no relationship between the perceptual experience of justness and political relations with the public presentation of the employee in the company.

Randall et Al ( 1999 ) concluded that perceived organizational support was related to occupation public presentation, when it was used as an single variable. However, when a combination of sensed organizational support and political relations were used, its influence on public presentation was considered to be negligible.

Lee et Al ( 2004 ) reported a direct relationship between organizational citizenship behavior and occupation public presentation in finding occupation embeddedness. However, the survey did non set up a relationship between organizational citizenship behavior and occupation public presentation.

POS and Job Performance
Conceptually, if the POS is high, employees would look at the organisation favorably. They feel valued and supported by the organisation and have positive experience working in the organisation and accordingly in verification with exchange theory, committedness to the organisation would increase. As committedness to organisation addition, occupation public presentation would accordingly increase. Hence, conceptually it can be said that POS is positively related to occupation public presentation of an employee in the organisation.

In a research done by Linda Rhoades and Robert Eisenberger ( 2002 ) , it was found that the relationship between POS and excess function public presentation directed to the organisation was average sized, whereas relationships affecting the other classs of public presentation were little. Here excess function behavior is defined by writers as activities focused on assisting co workers and those that help the organisation. The research included reappraisal of more than 70 surveies refering POS. Besides, in a research paper published by Marjorie L. Randall et al. , 1999, it was established that support is related to occupation public presentation. In a research paper published by Berrin Erdogan et Al. ( 2007 ) , the chairing consequence of POS on Leader-Member Exchange ( LMX ) and Job Performance was looked into and they found that in supervisors holding high POS, leader-member exchange was positively related to occupation public presentation in the organisations.

Though about all the research documents mentioned above were limited to American society, the consequences would keep true in the Indian conditions excessively irrespective of the difference in the on the job civilization of the two states. Hence we posit that the same relation of POS holding a positive consequence on Job Performance holds true for employees of companies in service sector in India.

H1: POS has a positive consequence on Job Performance

POP and Job Performance
Percept of political relations by an employee greatly affects his/her public presentation. If an employee perceives the political environment around him to be negative, it leads to a assortment of indecent results like reduced organizational committedness, occupation emphasis, turnover, occupation dissatisfaction, decreased productiveness and overall organizational inefficiency ( Ferris et al. , 1996 ; Gilmore et al. , 1996 ; Grote & A ; McGeeney, 1997 ; Parker et al. , 1995 ; Serven, 2002 ; Vigoda, 2000 ) . Besides, administrations holding political environments are really unsure. Hence, employees would non wish to put their clip and attempts in such occupations. Therefore by this logical thinking, political relations should take to lower occupation public presentation. In other words, political relations is negatively related to public presentation ( Randall et al. , 1999 ) .

Another consequence of political relations on public presentation happens when employees see others around them utilizing political relations to their advantage ; they perceive such results as unjust ( Ferris et al 1995 ) and therefore a sense of misgiving and intuition every bit respect to the individual using political relations every bit good as the individual giving wagess creeps in. This leads to miss of committedness towards one ‘s work, thereby cut downing his public presentation.

It has besides been determined through research that when the degree of organizational political relations is really high in the administration, employees avoid such activity by absorbing themselves in their occupations ( Ferris & A ; Kacmar, 1992 ) . As a consequence, there is no interaction between the employees at their workplace apart from the bare lower limit required. This prevents the necessary sharing of information and cognition that is required for effectual achievement of undertakings. This leads to take down occupation public presentation of the employees ( Witt et al. , 2002 ) . On the footing of above literature, we can speculate that

H2: POP negatively affects Job Performance

There was no consistence between consequences obtained by different research workers on the relationship between POP and POS. Harmonizing to Ferris, Russ, & A ; Fandt ( 1989 ) ; Kacmar & A ; Baron ( 1999 ) , Perceived Organizational Support ( POS ) serve as ancestors to Perceived Organizational Politics ( POP ) with POPs taking to individual-level results. With POS comes attention and support by the organisation which helps single believe that the organisation will take attention of them. Because of this concern for the employees, an organisation would take actions to minimise the actions which are non in line with the organisational ends. Hence, POS would be negatively related to POP.

On the other manus, Eisenberger et Al. ( 2002 ) ; Randall et Al. ( 1999 ) ; Rhoades & A ; Eisenberger ( 2002 ) ; Wayne et Al. ( 1997 ) suggested that POPs act as ancestors to POS with POSs taking to individual-level results. This can be explained on the footing of Social Exchange Theory. Social Exchange Theory ( Cropanzano & A ; Mitchell, 2005 ) states that the quality of relationship between employee and employer in an organisation depends on the history of common exchange between the two. In a high-quality relationship, each party is concerned about the public assistance of the other and in a low-quality relationship, the converse is true. So, when employees perceive political relations inside the organisation, they would experience that organisation is non back uping their well being and accordingly the sensed organisational support would be less. Hence POPs would be negatively related to POS.

So, determine which of these two concepts is better positioned as a go-between, Ranida et Al. ( 2007 ) did research on relationship between Organizational Politics, Organizational Support and Individual Outcomes. The research showed that POS explained more discrepancy ( better mediated the relationship between POP and results ) given POPs than frailty versa. Since it is one of the most late published research documents, we assume the same relation would keep true for our research excessively and therefore our hypothesis can be formulated as follows:

H3: POP has a negative consequence on POS

POS as a mediating variable
There have been some research documents which tried to see the interceding consequence of POS like the one by Loi et Al. ( 2006 ) which looked at the interceding consequence of POS on the relationship between the employee justness perceptual experience and organisational committedness and purpose to go forth, the one by Foley et Al. ( 2006 ) which looks at the interceding consequence of POS on the relationship between civilization types and work-related attitudes etc. As was explained above, there exists sufficient literature which shows that POP has an consequence on POS. In such scenario, it would be insightful to look at the consequence of POS as a interceding variable between POP and Job public presentation. The interceding consequence of POS on the relationship between political perceptual experiences and work results was studied by Wayne et Al. ( 2003 ) . Harmonizing to the paper, political relations perceived at a degree one measure higher than the employee ‘s current degree and besides the political relations at the highest degree in the organisation were reciprocally related to POS. Besides, POS was positively related to occupation public presentation and occupation satisfaction supplying support for mediation. Hence, an appropriate hypothesis which we intend to prove can be summarized as:

H4: POS mediates the relationship between the POP and Job Performance

Role of Gender as moderator
When the employees perceive that the administration supports them and values their part, it translates into employee friendly on the job conditions and in such an environment, a bulk of the employees will be given to set in good public presentations irrespective of their gender. However, in instance of an environment which has a high degree of political relations and uncertainness, different people will respond in different ways. It is in such a scenario that the implicit in personality differences of the two genders are manifested the most and the chance of males and females responding otherwise to political relations is highly high. This is the ground we chose to analyze the consequence of gender as a moderator for the relationship between POP and Job Performance.

There have been several surveies conducted which examine the consequence of gender as a control variable while analyzing both political relations every bit good as public presentation. The research of Valle & A ; Perrewe ( 2000 ) , talk about the expected consequence of gender on perceptual experience of political relations. Similarly, the survey of Ferris et al. , 1989 besides negotiations about adult females being more impacted by political relations as compared to work forces. Likewise, there have been surveies which talk about the potency of gender to account for fluctuations in public presentation ( Kidder & A ; McLean Parks, 1993 ; Shore, Barksdale, & A ; Shore, 1995 ) . Although there has been no direct survey which discusses the impact of gender as a moderator for the POP – occupation public presentation relationship, the above surveies give sufficient indicant in this way. Therefore, the hypothesis is as follows

H5a: Gender moderates the relationship between POP and occupation public presentation

H5b: Gender acts as moderator for the mediation consequence of POS on the POP-Job Performance relationship


For the intents of this survey, a snowball-convenient sampling was used. Since the survey was aimed for the services sector, industries such as IT, Bankss, air hoses etc were used covering different age groups and across hierarchies in the administration. The ratio of male to female respondents was 60:40. Out of the entire respondents 82 % belonged to the lower degree of employees, 12 % belong to the in-between degree and 2 % belonged to senior degree employees of the house.


Perceived Organizational Support: POS would be accessed with 8-item study of sensed organisational support. This graduated table was developed by Eisenberger et Al. ( 1986 ) and received farther support/validation by Shore and Tetrick ( 1991 ) and Shore and Wayne ( 1993 ) . Some representative inquiries are “ the organisation values my part to its wellbeing ” , “ the organisation shows really small concern for me ” ( change by reversal scorecard ) . Each point was rated by participants on a 7-point Likert-type graduated table.

Perceived Organizational Politicss: POP would be assessed with the 15 point modified Perception of Politics Scale ( POPS ) developed by Kacmar and Carlson ( 1997 ) . This is a farther extension of the original POPS graduated table built by Kacmar and Ferris ( 1991 ) . Each point was rated by the participants on a 5-point Likert-type graduated table.

Job Performance: The graduated table used in this survey has been adopted from Yousef ( 1999 ) , which is four point, seven point self appraisal instrument which has steps two dimensions of public presentation, viz. quality and productiveness, with two points for each. The ground this graduated table has been chosen in front of the remainder is because this paper in peculiar trades with mensurating occupation public presentation in non-western states and is hence applicable to this research every bit good.

Figure 1: The Theoretical Model

The survey uses a four measure method for the mediation analysis. In the first measure, the Perceived Organizational political relations is used as the forecaster and Job Performance is the dependent variable. The 2nd measure uses Perceived Organizational Support as the forecaster and Job Performance as the standard variable. In the 3rd measure, Perceived Organization Politics is used as the forecaster and Perceived Organizational Support is the dependent variable. The 4th and concluding measure uses Job Performance as the standard variable and both Perceived Organizational Support and Perceived Organizational political relations as the forecasters.

Notes: * P & lt ; 0.05, Diagonal Scales are steps of graduated table internal consistence

From table 1, it can be observed that POP is significantly and negatively related to POS. Both POS and POP are significantly related to JP but among the two POS is more strongly related to JP. It can besides be inferred that POP shows a negative relationship with JP.

The Cronbach value of 0.77 for JP is computed utilizing the original 4 point graduated table of JP whereas the questionnaire administered has 3 inquiries. This was as per the literature reappraisal carried out for the same.

Notes: * P & lt ; 0.05

Table 2 indicates the arrested development consequences of the four stairss carried out. Step 1 shows the consequences of arrested development utilizing JP as the standard variable and POP as the forecaster. This measure revealed that POP is significantly and negatively related to JP ( R2 = 0.055 and p & lt ; 0.05 ) . This consequence validates our research hypothesis, H2 which states that POP negatively influences JP.

Measure 2 shows the consequences of arrested development where POS is the standard variable and POP is the forecaster. Once once more we notice that POP is significantly and negatively related to POS ( R2 = 0.178 and p & lt ; 0.05 ) . Our research hypothesis, H3 of POP negatively influences POS is validated by this consequence.

In Step 3, arrested development consequences where POS is the forecaster and JP is the standard are captured. We can deduce that POS is positively and significantly related to JP ( R2 = 0.199 and p & lt ; 0.05 ) therefore formalizing our research hypothesis H1.

In Step 4, both POP and POS are used as the forecasters and JP is the standard variable in the arrested development analysis. We can detect that POS is positively and significantly related to JP but POP is not significantly related to JP. Thus, the full mediation consequence of POS on the relation between POP and JP can be inferred and the consequence of mediation is to the order of -.177 based on the standard coefficient values of stairss 1 and stairss 4.

To happen out the significance of the mediation consequence of POS between POP and JP, we use Sobel ‘s reckoner. It was found that this mediation consequence of Pos was non statistically important ( Mediated consequence = -.177, z- statistic = -4.289, P & gt ; 0.05 ) . However, we can still deduce that Perceived Organizational Support to the full mediates the opposite relationship between Perceived Organizational Politics and Job Performance.

POP has a important influence on JP merely in the instance of male employees, therefore formalizing our research hypothesis H5a. In instance of female employees, POP does non hold a important influence on JP.

Based on the arrested development analysis carried out wherein POP, POS are the forecasters and JP is the standard variable, it can be inferred that POS to the full mediates the negative relationship that POP has on JP in instance of merely male employees and non for female employees. This validates our research hypothesis H5b.

Sobel ‘s Calculator

For males, Sobel Test Statistic is -0.39 and chance ( two tailed ) is 1.310. Hence the mediation consequence is present but is non important.

For females, there is no demand to utilize the Sobel Calculator as there is no mediation consequence.

Through this research, we tried to set up a relationship between perceived organisational political relations, perceived organisational support on occupation public presentation with gender as the moderating variable. The consequences of the research would be peculiarly important since the research would be related to the Indian service sector context and the consequence of gender on the result of the relationship could be efficaciously really different from the consequences obtained from any anterior research carried out in international states. Furthermore as human resource directors, this research would give farther drift to the fact that for administrations to come on, there must be a witting attempt to cut down the political relations prevalent in the administration and guarantee that there is support for employees across all hierarchies.

Future Research
Our research was limited to merely service sector in the state. This research can be in future extended to all the sectors – across all organisations.

In future, the relevancy of gender in organisations would decrease and what is more of import is the personality of the individual in the organisations. Emotional Quotient ( EQ ) is being perceived every bit being every bit of import as IQ. So, the chairing consequence of personality of the employee would hold important research deductions.

As was mentioned by Marjorie L. Randall et al. , 1999, there is a literature which suggests that all people do n’t react to political relations in the same manner and the consequence of political relations on employees would depend on how they manage to act upon those political relations in the organisation. Hence, an appropriate hereafter research can be to take our current proposal frontward and see how the consequence of POP differs from high position persons ( People who can determine and profit from political relations ) to low position persons ( People who can neither determine nor profit from political relations ) .

We focused on the consequence of POP and POS on occupation public presentation, a concept looked at from organisation point of position. There have research documents to set up the relation between POP and POS on occupation satisfaction, purpose to discontinue etc, concepts looked at from employee point of position. How these dealingss change in the Indian scenario can be looked at in the hereafter.

The followers are the restrictions of the research:

We are curtailing the research to merely the service sector in India and therefore deficiency of cosmopolitan pertinence to all organisations in India.

Some sum of research worker prejudice may be introduced while developing the concepts for the questionnaire and the list of concepts may non be wholly thorough.

Sampled units might supply partial/biased penchants based on age, ethnicity, etc.

Most of the respondents were of the age group 20-25 Age group. For people of this age group, focal point would be calling and hence POP and POS may non hold important impact on occupation public presentation.

It is a cross-sectional questionnaire which was surveyed at a given blink of an eye of clip. The questionnaire is non a uninterrupted step of concepts.

Since the external environment in any organisation is really dynamic, the sensed political relations and support might alter over a period of clip. It besides depends on the period over which the employee has been with the administration, for perceptual experience can alter over a period of clip


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