Home About us Contact
|
Home About us Contact | ||
|
|
||
Organizational Politics (organizational + politics)
Selected AbstractsOrganizational Politics, Perceived Control, and Work Outcomes: Boundary Conditions on the Effects of Politics,JOURNAL OF APPLIED SOCIAL PSYCHOLOGY, Issue 3 2001Dennis P. Bozeman This investigation examined the moderating influences of perceived control (i. e., personal control and job self-efficacy) on relationships between perceptions of organizational politics and organizational commitment, job satisfaction, intention to turnover, and job stress. Although results failed to support predictions concerning the interaction of perceptions of organizational politics and personal control, some support was found for predictions concerning the interactive influence of perceptions of organizational politics and job self-efficacy on outcomes. Data from 189 hotel managers supported the hypothesized interactive effects of perceptions of organizational politics and job self-efficacy for the outcomes of organizational commitment and job satisfaction. These results suggest that job self-efficacy exacerbates the relationship between perceived politics and certain dysfunctional attitudes. [source] Interactive effects of impression management and organizational politics on job performanceJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 5 2004Suzanne Zivnuska The purpose of this research was to explore the interactive effect of organizational politics and impression management on supervisor ratings of employee performance. We hypothesized that the negative relationship between organizational politics and supervisor-rated performance is weaker among employees who are high in impression management than among those low in impression management. Data were collected from a matched sample of 112 white-collar employees and their supervisors. Results indicated that the interaction of organizational politics and impression management explained a significant incremental amount of variance in supervisor ratings of employee performance. These findings demonstrated that the extent to which an individual engaged in impression management in a non-political atmosphere may have been a key component to receiving favorable performance ratings. Copyright © 2004 John Wiley & Sons, Ltd. [source] Interactive effects of personality and organizational politics on contextual performanceJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 8 2002L. A. Witt The authors explored the process of evaluating contextual performance in the context of a politically charged atmosphere. They hypothesized that the negative relationship between perceptions of organizational politics and contextual performance is weaker among workers high in three of the Big Five model of personality dimensions,agreeableness, extraversion, and conscientiousness. Data were collected from a matched sample of 540 supervisors and subordinates employed in the private sector. Results indicated that the interaction of politics and the personality dimension of agreeableness explained a significant incremental amount of variance in the interpersonal facilitation facet of contextual performance. These findings demonstrate the need to consider both the situation and the person as antecedents of contextual performance. Copyright © 2002 John Wiley & Sons, Ltd. [source] A Method of Assessing Leadership EffectivenessPERFORMANCE IMPROVEMENT QUARTERLY, Issue 1 2006A. Olu Oyinlade Assessing the effectiveness of a leader is often a difficult exercise for many organizations. This is usually because most assessment procedures are influenced by organizational politics, they are not standard based, and the items on which a leader is assessed are undefined or poorly defined. This study presents the Essential Behavioral Leadership Qualities (EBLQ) approach for assessing leadership effectiveness as an alternative method to commonly used assessment procedures. Among other assumptions, the EBLQ method is built on the assumptions that a leader should be evaluated on clearly defined behavioral qualities and his/her effectiveness rating should be standard based. Hence, the EBLQ method measures the effectiveness of a leader against the essentiality levels of behaviors deemed necessary for effective leadership. Leadership effectiveness is determined for each leadership behavior and for overall leadership performance. The EBLQ method was demonstrated in the assessment of the leadership effectiveness of the principals of schools for students who are blind or visually impaired. [source] | ||||||||||