Situational antecedents and outcomes of organizational politics perceptions

June M L Poon

    Research output: Contribution to journalArticle

    104 Citations (Scopus)

    Abstract

    A model of perceptions of organizational politics was developed and tested using a sample of 208 Malaysian employees from diverse occupations and organizations. Results of a path analysis on the survey data showed that job ambiguity, scarcity of resources, and trust climate were significant predictors of perceptions of organizational politics. Perceptions of organizational politics, in turn, mediated the effects of these situational antecedents on job stress, job satisfaction, and turnover intention. Specifically, employees who perceived a high level of politics in their workplace reported higher levels of stress, lower levels of job satisfaction, and higher levels of intention to quit than did employees who perceived a low level of politics. Implications of the findings and suggestions for future research are discussed.

    Original languageEnglish
    Pages (from-to)138-155
    Number of pages18
    JournalJournal of Managerial Psychology
    Volume18
    Issue number1-2
    Publication statusPublished - 2003

    Fingerprint

    Politics
    Job Satisfaction
    Organizational Models
    Climate
    Occupations
    Workplace
    Employees
    Perceptions of organizational politics
    Organizations
    Job satisfaction

    Keywords

    • Job satisfaction
    • Malaysia
    • Organizational politics
    • Perception
    • Stress
    • Trust

    ASJC Scopus subject areas

    • Psychology(all)

    Cite this

    Situational antecedents and outcomes of organizational politics perceptions. / Poon, June M L.

    In: Journal of Managerial Psychology, Vol. 18, No. 1-2, 2003, p. 138-155.

    Research output: Contribution to journalArticle

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