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The Effects of Politics and Power on The Organizational Commitment of Federal Executives
Abstract
This research investigates the effects of power and politics on organizational commitment. The study develops two theoretical explanations for organizational commitment in which five independent variables are embodied: (I) a power-based theory of commitment (including subunit power, leadership power, leadership behavior variables); and, (2) theory of politics (including “arbitrary personnel practices”and the “political control”variables). Politics and power are discovered to have a significant effect on the organizational commitment of executives.
... Usaha memperoleh legitimasi dalam hubungan kebawah terjadi karena kekuasaan bawahan akan menjadi tinggi ketika kewenangan atasan rendah. Analisis tersebut konsisten dengan pernyataan Pfeffer (dalam Wilson, 1995) kekuasaan organisasional merupakan fungsi struktur. Kekuasaan melekat pada posisi struktural yang memberikan akses pada orang-orang, informasi, dan sumber-sumber finansial (budget). ...
... Manajer sebagai seorang pelaksana suatu kebijakan mau tidak mau harus melibatkan diri dalam aktivitas politik karena implementasi dan proses-proses manajerial itu sendiri melibatkan aktivitas politik dan perjuangan kekuasaan. Manajemen yang melibatkan implementasi kebijakan itu sendiri juga merupakan aktivitas politik (Wilson, 1995). ...
... Proses tersebut terus berlanjut karena menurut Harrell-Cook dkk., (1999), perilaku politik dapat digunakan sebagai bentuk kontrol atau sebagai mekanisme dalam menghadapi tingginya politik di lingkungan organisasi yang dirasa individu tidak menyenangkan. Konsisten dengan analisis di atas, pada atmosfer organisasi yang lebih tinggi, Stone (dalam Wilson, 1995), menyatakan proses implementasi adalah sebuah proses politik. Implementasi adalah aktivitas konkrit sebagai kelanjutan dari sebuah latar tujuan implementasi tujuan sebelumnya. ...
Research aim to enhancement of understanding of perception of
organizational politics from power sources perspective. Research subject are 51
employees from various work organization. Perception of organizational politics
measured with researcher design scale. Power sources measured with standardized
scale. Data analyzed with multiple regression. Result of analysis shows: 1) F = 2,637
and p = 0,046 (p < 0,05), legitimate power, reward power, expert power and referent
power simultaneously are in the same direction correlate with perception of
organizational politics with contribution of 18,7%; 2) Legitimate power B = – 0,340
and p = 0,059 (p > 0,05) partially uncorrelated with perception of organizational
politics; 3) Reward power B = 1,601 and p = 0,046 (p < 0,05) shows that with
controlling of legitimate, expert, and referent power, then correlation between reward
power with perception of organizational politics significantly is in the same direction;
4) Expert power B = – 0,649 and p = 0,277 (p > 0,05) partially uncorrelated with
perception of organizational politics, and 5) Referent power B = – 1,304 and p =
0,030 (p < 0,05) partially negative correlated with perception of organizational
politics.
Keywords : organizational politics, legitimate power, reward power, expert power
referent power
... The study of power and influence processes, long popular in organizational studies (Mintzberg, 1983;Pfeffer, 1981), continues to draw attention from researchers. Nowhere is this better demonstrated than with regard to studies examining aspects of behavioral or social power (e.g., Brass & Burkhardt, 1993;Ibarra, 1993;Wilson, 1995). Considered broadly, social power may be defined as a force underlying social exchanges in which someone has control over the behavior or outcomes of another in a dependent position (cf. ...
... Leventhal's (Leventhal, Karuza, & Fry, 1980) accuracy, consistency, and bias suppression rules will likely be fulfilled to the degree that supervisors continually provide job-relevant information to subordinates. Relatedly, a leadership measure that was heavily weighted with procedural justice-oriented behaviors has been found to correlate with expert power (Wilson, 1995), and others have proposed that leaders' informal discussions with subordinates could lead to information sharing and increased perceptions of organizational justice (Niehoff & Moorman, 1993). In sum, work-relevant information exchanges may signify that subordinates are valued and also give them more control in striving for work goals and any associated rewards. ...
... Other research has also determined that personal power bases like expert and referent power correlate more strongly with task commitment, than do position power bases like legitimate, reward, and coercive power (Yukl & Falbe, 1991). Finally, Wilson (1995) has shown that expert power correlates with organizational commitment. Based on extant research, we also hypothesized that procedural justice perceptions will be positively related with job satisfaction and organizational commitment. ...
Though research has addressed relationships between social power bases and several work-related variables, processes that may underlie such relationships have generally not been examined. The present study considered relationships between bases of social power and subordinates' affective work reactions, hypothesizing that procedural justice would mediate such relationships. Two samples, one drawn from two service-oriented companies and one collected from a hospital, were used to test a mediational model reflecting this hypothesis. Using theoretically grounded measures of social power and procedural justice, support was found for full mediation effects in connection with subordinates' affective work reactions. Implications regarding the development of social power bases are discussed.
... Although not yet studied in a sport setting, a positive relationship has been noted between leadership behavior and organizational commitment (Alley & Gould, 1975;Glisson & Durick, 1988;Kraut, 1970;Newman, 1974;Porter, Campon & Smith, 1976;Savery, 1994;Wilson, 1995;Yousef, 2000;Zeffane, 1994). In addition, athlete motivation has also been identified as an outcome of leader behavior (Amorose & Horn, 2000;Black & Weiss, 1992;Charbonneau, Barling, & Kelloway, 2001;. ...
... Although the Multidimensional Model of Leadership proposes that strong leadership behavior congruence between the leader and the follower(s) will result in enhanced group performance and member satisfaction, other potential outcomes are also notable. For instance, a positive relationship has been noted between leadership behavior and organizational commitment (Alley & Gould, 1975;Glisson & Durick, 1988;Kraut, 1970;Newman, 1974;Porter et al., 1976;Savery, 1994;Wilson, 1995;Zeffane, 1994). Price and Weiss (2000) found that "coaching behaviors are associated with feelings of athlete anxiety, burnout, perceived competence, and enjoyment, which are important contributors to an athlete's continued involvement in sport (p. ...
... Organizational commitment refers to the extent to which workers in an organization are devoted to the organization, its goals and values, and its processes (Chelladurai, 1999). Numerous researchers have noted the positive relationship between leadership behavior and organizational commitment (Alley & Gould, 1975;Glisson & Durick, 1988;Kraut, 1970;Newman, 1974;Porter et al., 1976;Savery, 1994;Wilson, 1995;Zeffane, 1994). In the context of sport participation, commitment ha s been defined as a psychological state representing the desire to resolve or continue sport participation . ...
The purpose of this study was to evaluate the effect of congruence of leadership behaviors on motivation, commitment, and satisfaction of college tennis players. Respondents (n = 245) included collegiate tennis players from all NCAA division levels (I, II, and III). The athletes were asked to complete a demographic questionnaire, the preferred and perceived versions of the Revised Leadership Scale for Sports, Sport Motivation Scale, Sport Commitment Model Scale, and Athlete Satisfaction Questionnaire. The responses were collected in an online format.
Descriptive statistics were calculated for each of the demographic variables. Alpha (Cronbach) coefficients were calculated for the components of each measurement scale to verify internal consistency. Multivariate multiple regression analyses were utilized to determine the effect of demographic variables on leadership behavior preferences. In order to avoid the potential problems associated with the use of difference scores (Peter, Churchill, & Brown, 1993), a regression technique was applied to evaluate the leadership congruence hypothesis. The base scores (i.e. preferences and perceptions) were entered first followed by their interactional term (preferred x perceived). Two sets of multiple regression equations were calculated. In the first set, preference scores were entered first followed by the perceptions and the interaction term, and the second set followed a similar format but reversed the order of the preference and perception terms. The congruence hypothesis was accepted if the interaction significantly increased the amount of variance explained.
The results of this study indicated that neither gender nor ability level were predictive of preferred leadership behavior. Furthermore, the congruency of certain preferred and perceived leadership behaviors predicted intrinsic motivation to know, intrinsic motivation to experience stimulation, extrinsic motivation identified, amotivation, sport commitment, sport enjoyment, individual performance satisfaction, personal treatment satisfaction, team performance satisfaction, and training and instruction satisfaction. The findings are discussed in the context of Chelladurai’s (1999) Multidimensional Model of Leadership. Future research suggestions are forwarded.
... The content of the problems and damages of every type of activity and job is so much diverse and different and these problems and damages can lead to the cause of disturbance and confusion of identity in person (Cochren, 1994). So many studies have confirmed the effect of management activities and policies and leadership style on organizational environment and as a result of it on effective performance (Seraj, 2005;Wilson, 2005;Durcikova, 2004;Lambert, 2004;Fouts, 2004;DeMeritt, 2005;Nazem, 2004). The findings of Timm & Peterson (1986) indicate that factors such as trust, Participatory decision-making, support, openness of relationships from top to bottom, listening to reports from top level individuals and giving attention to the high performance targets exist in strong organizational environment. ...
... On the other hand, the results of Mann-Whitney test indicate that there is a significant difference between the opinions of the employees of counseling activities in schools in terms of gender regarding the damaging factors of counseling activities all the three dimensions. In a comparative study, the findings of the present study indicating to the effect of the meta-personal damaging factors on counseling activities found to be consistent with a number of studies conducted regarding the effect of management and policy activities and leadership style on organizational atmosphere and hence effective performance (e.g., Seraj, 2005;Wilson, 2005;Durcikova, 2004;Lambert, 2004;Fouts, 2004;DeMeritt, 2005;Nazem, 2004). The findings of the study conducted by Timm and Peterson (1986) indicates that a number of factors such as trust, participatory decision-making, support, openness of relationship from top to bottom of an organization, getting to listen to reports from high level individuals in the organization and attention to high performance goals in strong organizational atmosphere confirms the findings of the present research regarding the effect of meta-personal damages on counseling activities in schools. ...
social self-efficacy refers to the individual capabilities in dealing with
social challenges and the ability to handle interpersonal conflicts. A lot of research
has demonstrated that family and the relationships among its members can pave the
way to create social self-efficacy beliefs among children especially in dealing with
social situations. The aim of this study is to examine the relationship between family
communication patterns (Conversation and Conformity) and social self-efficacy in
students. The study sample consisted of 496 fourth to sixth grade elementary school
students (252 boys and 244 girls), who were administered the revised family
communication patterns scale (Fitzpatrick and Ritchie, 1994) and the social selfefficacy questionnaire for students (Wheeler and Led, 1982). The reliability and
validity of the instruments have been confirmed. Collected data was analyzed using
the simultaneous multiple regression analysis. In addition and in order to compare
social efficacy of boys and girls in different educational grades, a two-way ANOVA
was used. Results showed that family Conversation orientation is a positive and
significant predictor of social self-efficacy. Family Conformity orientation is, on the
other hand, a significant negative predictor of social self-efficacy. There was no
significant difference among different grades with regard to the total score of social
self-efficacy, subscale of conflict situations, and subscale of non-conflict. In
addition no significant differences were observed when comparing boys and girls in
terms of their mean score of the subscale of non-conflict. However, regarding the
conflict subscale, girls had significantly higher scores than the boys. Moreover the
mean scores of boys and girls were significantly different with regard to the total
social self-efficacy scale score and girls had higher levels of social self-efficacy than
boys. As a result, the promotion of Conversation in the family is a predictor of social
self-efficacy in children while emphasizing Conformity in the family diminishes the
children's social self-efficacy.
... In the literature, the relationship between leadership support, organizational commitment and job satisfaction has been examined (Currivan, 1999;Griffin, Patterson, Malcolm, & West, 2001;Seo, Ko, & Price, 2004;Wilson, 1995). The aim of this research is to examine the mediating role of leader support in the effect of organizational commitment on job satisfaction. ...
... Singh (2000) found a positive relationship between supervisor support and organizational commitment in call center employees. Walumbwa, Orwa, Wang and Lawler (2005) and Wilson (1995) found a positive relationship between organizational commitment and leader support. Based on these explanations, the H2 hypothesis was developed: ...
Organizational commitment is a psychological concept that expresses the feelings of
belonging and loyalty. Commitment and leader support can increase job satisfaction,
but factors such as economic crises, epidemics, globalization increase socio-economic
problems such as unemployment and productivity loss. In this context, leader support
such as career development, information sharing, feedback and finding solutions to
the problem may cause employees to feel valuable and to make effort. This research
shows that a leader-manager is the person who not only maintains the current period
but also understands employee behaviors and reactions. As an effect of this research,
employees do not see their job as compulsory, but find it meaningful and consequently
job satisfaction may increase. The purpose of this research is to examine the mediating
effect of leader support in the effect of organizational commitment on job satisfaction.
For this purpose, a questionnaire was completed by 126 blue-collar workers (N = 150)
in textile company in Istanbul. In the analysis of research data, SPSS 21 statistical
software and multiple regression method were used. As a result of the research, the
mediating role of leader support in the effect of organizational commitment on job
satisfaction has been determined. This research, is based on neo-classical
management approach, contributes to the scientific management literature and human
resources managers in order to increase the productivity of business and employee in
cooperation with leaders and employees.
... Several studies found a positive relationship between leadership behaviour and organizational commitment (Kraut, 1970;Newman, 1974;Alley & Gould, 1975;Porter, Campon & Smith, 1976;Gilsson and Durick, 1988;Savery, 1994;Zeffane, 1994;Wilson, 1995;Agarwal, De Carlo, & Yyas, 1999 ;Mc Neese -Smith 1999 ;Rai & Sinha 2000 ;Yousef 2000;Bycio, Hackett & Allen,1995). ...
... The findings have suggested that there is a significant relationship between leadership behaviour and organizational commitment. Thus the present study also supported the findings made in previous similar research (Kraut, 1970;Newman, 1974;Alley & Gould, 1975;Porter, Campon & Smith, 1976;Gilsson & Durick, 1988;Savery, 1994;Zeffane, 1994;Wilson, 1995;Agarwal, De Carlo, & Yyas, 1999 ;Mc Neese -Smith 1999 ;Rai & Sinha 2000 ;Yousef 2002;Bycio, Hackett & Allen,1995;Tosi & Tosi 1970;Decotiis & Summer, 1977). ...
Employees commitment are very crucial to support the overall growth of the
organizations, thus leaders should take close attention on the level of employees
commitment to ensure that continuous contributions can be sustained throughout the
career stage of employees in the organization.
This research aims to investigate the relationship that exists between leadership
behaviour and organizational commitment. In addition to that, the study tries to examine
various employees’ commitment level in the co-operatives and to understand further on
which type of commitment that the employees are currently engaging themselves with.
Thus leaders can create strategies to improve commitment that are found to be lacking in
their employees.
... Within the fields of HRM and organizational effectiveness there has been considerable research into organizational commitment (Allen and Meyer, 1990;Chen and Francesco, 2001;Meyer et al., 1989;Allen and Smith 1987;Abbott, White and Charles, 2005;Clugston, Howell and Dorfmann, 2000;Lee, Ashford, Walsh and Mowday, 1992;Nyhan, 1999;Pierce and Dunham, 1987;Perry, 2004;Swailes, 2004;Wilson, 1995). The concept of organizational commitment sits at the core of effective HRM, in fact, it has been argued that the rationale for introducing HRM policies is, in itself, to increase levels of commitment and thus ensure improved organizational productivity, retention and individual performance (Muthuveloo and Rose, 2005). ...
... The employment context has been considered to influence the level of commitment an individual feels towards their employer (Abbott, White and Charles, 2005;Chen and Francesco, 2001;Clugston, Howell and Dorfmann, 2000;Lee, Ashford, Walsh and Mowday, 1992;Nyhan, 1999;Pierce and Dunham, 1987;Perry, 2004;Swailes, 2004;Wilson, 1995). Further, although research into organizational commitment has been significant over the past 25 years, it has been done predominately in the private sector (Muthuveloo and Rose, 2005). ...
Research was undertaken in an Australian Commonwealth Government Department using both quantitative and qualitative methods to determine the level of continuance commitment in the department, the form it takes and whether it differs from continuance commitment levels found in the private sector. The research demonstrated a unique role played by continuance commitment which consisted of different elements to those identified in previous research. The research also indicated the existence of a unique commitment profile. Allen and Meyer identified that people with strong levels of continuance commitment stay with their employer because of a need to stay (1990, p. 3). However, this research indicated that although there is a strong level of continuance commitment in the department, people stay because of a desire to do so as well as a need. The research identified an overall commitment profile which consists of high levels of continuance commitment, normative commitment focused on people rather than the department, and affective commitment formed through high levels of job competency and comfort in the department. The research argues that the current understanding of commitment, drawn from the private sector cannot be applied across to the public sector and that further research is needed to determine whether the case example is representative as, if so, there are serious implications for recruitment, retention and HR management practices in the Australian Public Service specifically and the Public Service in general.
... Studies have showed both the prevalence and the potential value .of political behavior in budgeting, succession, and other processes (Covaleski & Dirsmith, 1986, 1995Ezzamel, 1994;Ocasio, 1994;Richardson & Gibbins, 1988). . Although slack is traditionally valued (Bourgeois, 1981), the scarcity of resources and the conflicts engendered promote organizational adjustment and change (Koberg, 1987). . ...
... Power conflicts can result in .suppression and disenchantment as well as innovation and commitment (Frost & Egri, 1990;Rosin & Korabik, 1991;Wilson, 1995). This research suggests that conditions other than the.degree of scarcity affect the dynamics and outcomes of conflict. ...
Organizational power ad politics researchers contend that the conflicts over scare resources intensify competition and conflict but can be useful for an effective distribution of resources. A total of 59 mars with budget responsibilities from both expanding and retrenching organizations were interviewed on specific budget conflicts. Consistent the power perspective. these conflicts could be productive. Open-minded discussion of opposing views contributed to making these conflicts useful for productivity, relationship development, and unity. In contrast with organizational power theorizing, cooperative goals, not competition, shaped the productive management of conflicts over scarce resources.
... Persons highly committed to their workplace become servile to organizational culture; for them, maintaining internal values takes prominence, even if it produces adverse outcomes (Moon & Christensen, 2022;Taylor et al., 2012). In addition, politics can significantly impact organizational commitment (Wilson, 1995). The effect of organizational commitment on decision-making deepens when politics is a play, as some bureaucrats engage in a 'go along to get ahead' game (Bello et al., 2021) and would not question the decisions of their superiors. ...
Citizens experience onerous encounters with the bureaucracy for various reasons, often political. Administrative burden reduction (ABR) has been pursued to improve citizen-state interactions, especially for vulnerable populations who are disproportionately impacted by burdens. This study seeks to explain the degree of ABR by bureaucrats when the burdens are deployed by their political superiors. We conceptualize it as a function of client vulnerability and bureaucrats’ sense of job security and organizational commitment. We examine these linkages in the context of a COVID-19 rental assistance program for two vulnerable groups—elderly and Blacks. The findings from the two single factorial experiments show that clients’ vulnerability increases the degree of ABR, but only for the elderly. Moreover, bureaucrats who make decisions based on their organizational commitment approach ABR more slowly and only in the context of age vulnerability.
... f _ b J O T a G A . p r O a G O (Mowday, Porter & Dubin, 1982;Wilson, 1995;Somers, 1995;McCaul & Hinsz, 1995) C H ] g q G : _ A D F K v v9 u G _ F p v T v v d , l l 9 c C D Q p d C O G A G _ g l v v v c = 9 _ t p v v9 A I G _ l a v_ v v a = ?( Baruch & Lois, 1987;Stey & Jones, 1989; Baron & Greenberg, 1990 ) . ...
تهدف هذه الدراسة إلى بحث العلاقة بين ضغوط العمل والالتزام التنظيمي للعاملات في قطاع الخدمات الصحية المساندة تألفت عينة الدراسة من 230 موظفة في المنظمات الصحية الحكومية بدولة الكويت، تم اختيارهن عشوائياً من أربع فئات وظيفية هي: الهيئة التمريضية، والسكرتارية الطبية، والسكرتارية، والوظائف الفنية وتوصلت هذه الدراسة إلى وجود علاقة طردية معنوية ذات دلالة إحصائية بين كل من نوع المهنة، والمؤهل العلمي، والعمر، وعدد سنوات الخدمة مع الالتزام التنظيمي كما وجد أن هناك علاقة عكسية معنوية ذات دلالة إحصائية بين الالتزام التنظيمي وضغوط العمل وأن درجة الالتزام وضغوط العمل لدى الهيئة التمريضية أكثر مما لدى الموظفات الأخريات في العينة. مصطلحات أساسية: ضغوط العمل، الالتزام التنظيمي، المنظمات الصحية الكويتية، الهيئة التمريضية، السكرتارية الطبية.
... In addition, it has been maintained that there are some certain symbols of a manager's organizational power Hence, Gencer et al. (2018) maintained in their study that since power is a source or a kind of force reserve engage in tactics and used by anyone effectively to influence or change the attitude and behavior of another one then the concept of power is the core of the interest of individuals for management and organization. Wilson (1995) stated that power is a core function of the structure in organizations and power inheres in one's structural position and it enables a kind of access to individuals, information, cooperation and financial resources (budgets) as well. So, it has been underlined that those in power stay in power by reinforcing the existing structure of the organization. ...
... Commitment which refers to a constant desire to maintain a relationship, reflects an attitude and to pursue the LTO of the relationship (Moorman et al., 1992;Morgan and Hunt, 1994). Commitment causes specific behaviors for organizational member's LTO (Moorman et al., 1992;Morgan and Hunt, 1994;Wilson, 1995) through attitudes, beliefs and commitment to continuing relationships (Moorman et al., 1992). In addition, the organization tries to maintain a lasting relationship when affective commitment occurs. ...
Purpose
The study focuses on how to build long-term relationships with multi-channel agencies (MCAs) (dealers) who serve multiple manufacturers on a non-exclusive basis in a business-to-business (B2B) market. This study looks at the framework of relational benefits-commitment-long term orientation in a business-to-business context.
Design/methodology/approach
Data were collected from MCAs of three leading companies in the food distribution business. The survey used established scales to measure the relational benefits (core, operational, social and special treatment), commitment (affective and calculative) and long-term orientation (LTO).
Findings
The findings of the study show that core, social and special treatment benefits influence calculative commitment, and operational and special treatment benefits influence affective commitment. The study also supports that calculative and affective commitment play an important role in understanding the loyalty of MCAs.
Originality/value
The research examines how relational benefits impact commitment and loyalty among MCAs and manufacturers, in a non-exclusive relationship, in the business-to-business environment. This study incorporates social exchange theory (SET), relational benefits paradigm and commitment and long-term orientation in its framework and tests it within the food distribution industry. This study is the first of its kind to examine the effects of relational benefits on MCAs behavior in a food supplier–buyer setting.
... novative terature. positive relationship have been established between from literatu behaviour( r (Eze. 1994;Alarape & Akinlabi. 2000). It is obvious that 253= variables ol innvation and lcadership. but it is als0 mportant 1o note here that nost of these studies hinged innovation to the department of researeh and devclopment (Mathicu & 7ajack. 1994: Wilson. 1985 neglecting the roles employee leadership style play in organisational innovation. AIso, research evidence in Nigeria. as far as leadership and innovation Is concerned has revealed mixed evidence (Esigbone. 2000; Gunday. Ulusoy. Kilic & Alpkan, 2016) and mostly failed to compare leadership style and innovation in private and public organ ...
Due to the dynamism and high competition in the global market as well the fast paced erosion of fashion and fashionable products and services; the present study investigates the influence of leadership style on innovation in private and public organisations. The study was set in Jos, North-Central, Nigeria. A quasi-experimental research design as well as multi-stage sampling technique was used to select participants for the study. The first stage involves the purposive selection of organisation while the second stage involves the purposive sampling of 200 participants from MTN-Nigeria and NASCO (private sector) and UNI1-JOS and Jos University Teaching Hospital (Public sector). The mean age of participants is 35.27 and standard Deviation is 9.87. The study comprised of an independent variable; leadership style at two levels (transformational and transactional leadership) and a dependent variable; innovative work behaviour. The hypotheses tested showed a differing results. Using a simple linear regression analysis, hypothesis one showed significant joint effect of transformational and transactional leadership styles on innovative behaviour (R2-61;F(2,197)=150.89;p<,05); while hypothesis two tested by t-test independent sample showed that organizational type significantly influenced innovative behaviour (t = 6.40;df = 198; p<.05): implying that private sector reported higher innovative behaviour than the publie sector. The study has implications for management to consider appropriate leadership style in order to enhance employees' innovative work behaviour. The study recommends among others that management should provide enabling ground for acquisition of leadership skills among the workforce for the overall growth of the organisation.
... Both factors would bring an impact on the customer commitment to service providers. Wilson (1995) stated that commitment could strengthen customer loyalty and customer satisfaction because commitment is a dependent variable often used in sales and purchases. Minta (2018) researched how customer commitment affects customer satisfaction and loyalty as a moderating variable. ...
This study modifies Kansei engineering by measuring the effect of customer emotional satisfaction from the services provided by logistics service providers on customer loyalty during the Covid-19 pandemic. Kansei engineering modification in this study uses EFA (exploratory factor analysis) analysis in the ServQual dimensions, then CFA (Confirmatory Factor Analysis) is taken to examine the relationship between variables. The object of distributing the questionnaire is 298 respondents who have experience using the services of Indonesian logistics providers. The EFA results on the ServQual dimensions show three new variables besides Kansei’s words: customer satisfaction, commitment, and loyalty. The CFA findings also show that during the Covid-19 pandemic, customer commitment affects customer loyalty. In addition, customer commitment mediates customer satisfaction and customer loyalty. Lastly, customer satisfaction significantly affects customer loyalty.
... In addition, it has been maintained that there are some certain symbols of a manager's organizational power Hence, Gencer et al. (2018) maintained in their study that since power is a source or a kind of force reserve engage in tactics and used by anyone effectively to influence or change the attitude and behavior of another one then the concept of power is the core of the interest of individuals for management and organization. Wilson (1995) stated that power is a core function of the structure in organizations and power inheres in one's structural position and it enables a kind of access to individuals, information, cooperation and financial resources (budgets) as well. So, it has been underlined that those in power stay in power by reinforcing the existing structure of the organization. ...
... In addition, it has been maintained that there are some certain symbols of a manager's organizational power Hence, Gencer et al. (2018) maintained in their study that since power is a source or a kind of force reserve engage in tactics and used by anyone effectively to influence or change the attitude and behavior of another one then the concept of power is the core of the interest of individuals for management and organization. Wilson (1995) stated that power is a core function of the structure in organizations and power inheres in one's structural position and it enables a kind of access to individuals, information, cooperation and financial resources (budgets) as well. So, it has been underlined that those in power stay in power by reinforcing the existing structure of the organization. ...
Individuals use various ways to exercise power upon others and to negotiate the political interactions within organizations. Workplace is such a political arena in which employees are often faced with situations in which they should choose how to react to others that use power in the ways they do not prefer, adopt or support. Power can simply be defined as get someone to do something as the way you want done or the ability to influence the behavior of other people to get what you want. Additionally, power is associated with someone’s ability to allocate resources, and command over other individuals and commanding others mainly depends upon the ability to make other individuals do something they, on the other hand, never think of doing that. It’s so obvious that every organization has its own working environment and way of getting things done and when anyone starts a new job it’s vital that he/she should be well aware of that. In this sense, power games that were formed long before anyone starts a new position at a workplace because power games have already been in play and the new comer’s success will base on how well he/she can interpret the power games especially dealing with positional power, resources and rewards and can select best options to respond them appropriately.
... Various studies had proven the influence of leadership styles on organizational commitment [8][9][10][11][12][13][14][15][16]. Among various types of leadership, servant leadership was known to be a highly effective style of leadership for empowering followers [1,2] which can lead to greater motivation, inspiration, commitment and job satisfaction. ...
This study intends to examine the relationship and impact between servant leadership and organizational commitment in the context of bank employees. Moreover, it intends to discover the differences between bank employees who are working in the local and foreign banks in the Northern Region of Malaysia.
... In this study, when organizational culture and HR practices are rational and supportive enough for female managers, female managers are satisfied with their jobs and are committed to the organization. Organizational commitment and job satisfaction have been the most extensively used dependent variables in business research using the social exchange theory (Wilson, 1995); hence, this study also applied the social exchange theory to examine the effects of organizational commitment and HR practices on job satisfaction and organizational commitment of female managers. The affect theory of social exchange explains how the instrumental conditions of exchange facilitate expressive relations and influence individuals through an emotional process (Lawler, 2001). ...
Purpose
The purpose of this study is to investigate the structural relationships among organizational culture, human resources (HR) practices and female managers’ organizational commitment and job satisfaction in South Korea.
Design/methodology/approach
Using data obtained from the Korean Women Manager Panel, 230 responses were analyzed using structural equation modeling.
Findings
The findings indicated that organizational culture directly affected HR practices and indirectly affected job satisfaction and organizational commitment. In addition, HR practices directly influenced job satisfaction and organizational commitment and indirectly affected organizational commitment through job satisfaction. Finally, job satisfaction had a direct and significant effect on organizational commitment.
Originality/value
The authors provide an empirical analysis of how organizational culture and functional factors influence organizational commitment and job satisfaction for female managers in the Korean context. The findings of this paper are expected to encourage scholars to pay more attention to the connection between organizational support and HR interventions to improve female managers’ commitment and satisfaction within organizations by emphasizing the alignment between organizational culture and HR practices.
... Empowerment as practitioners see it, as a tool that supports staff and allows them to perform the necessary work, and stay away from doing exactly what others advise do (Thorlakson and Murray, 1996;Laschinger, H. et al., 2004). Wilson (1995) referred to empowerment as a set of interdependent elements some linked to the psychological and motivational affairs of individuals and the other is linked to structural changes, attitudes, and values within an organizational context within the organization as well as historical-cultural elements. Empowerment, as Gresov and Drazin in 1997 defined it, is a new stimulus factor in the dynamic work environment. ...
The present study attempts to explore the leadership styles of the administrators of MOH hospitals in Dubai. Therefore, a representative sample of the study population was selected by random sample from all administrators in the hospitals of the Ministry of Health in the Emirate of Dubai with 105 workers The researcher prepared his study tool by designing a questionnaire to identify the leadership styles of the administrators of the hospitals of the Ministry of Health in Dubai. The results of the study showed that the prevalent leadership pattern according to the study sample responses is the free leadership pattern with a small arithmetical difference with statistical significance according to the mean of the study sample responses on the leadership patterns among the administrators of MOH hospitals for the benefit of the free leadership pattern and the tool as a whole. It also showed that there are no statistically significant differences in the perception of employees about the leadership patterns among the administrators of the hospitals of the Ministry of Health in Dubai attributed to the variable nationality variable level of education and variable duration of service and sex variable and on the tool as a whole.
... The Management of Knowledge provides a rich context in which to expand and re-evaluate our ideas around KM systems and processes, beginning with organizational politics. There has been a certain amount of discussion in the KM literature of the part played by politics in organizational behaviour, drawing on the literature of organizational politics and pointing to the political and ethical issues related to KM (Pettigrew 1973;Mintzberg 1983;Wilson 1995;Pfeffer 1997;Sussman et al 2002). Nevertheless, the discussion of these issues has not been more than marginal. ...
The purpose of this chapter is to argue the case that the study of Knowledge Management should embrace considerations of ethics and accountability. Knowledge Management—a relatively new discipline—is often seen as a necessary but benign component of any modern business organization. This chapter suggests that underlying modern notions of knowledge management are the far older practices comprising the management of knowledge prevalent in most spheres of human activity. Many of these are political in nature, and distort and manipulate knowledge to achieve ends which may include criminal activity and fraud, but often merely serve to further the aims of organizational actors. The discipline called Knowledge Management has much to learn from the ancient art of the management of knowledge.
... The research results support the study done by Chan et al (2004), Wilson (1995), Savery (2001); Chew and Sharma (2005). It indicates that the leadership styles used by a manager could be accepted by employees. ...
... Commitment an enduring desire to continue the relationship with customers (Wilson, 1995) is appreciated to develop a long term customer relationship in service firms. According to Morgan and Hunt (1994) commitment is defined as ""a consumer"s enduring desire to continue a relationship with a retailer accompanied by the willingness to make efforts at maintaining it"". ...
... Although the MML proposes that strong leadership behavior congruence between the leader and the follower(s) will result in enhanced group performance and member satisfaction, other potential outcomes are also notable. For instance, a positive relationship has been noted between leadership behavior and organizational commitment (Alley & Gould, 1975;Glisson & Durick, 1988;Kraut, 1970;Newman, 1974;Porter, Campon, & Smith, 1976;Savery, 1994;Wilson, 1995;Zeffane, 1994) in business settings. Price and Weiss (2000) found that "coaching behaviors are associated with feelings of athlete anxiety, burnout, perceived competence, and enjoyment, which are important contributors to an athlete's continued involvement in sport" (p. ...
A coach's behavior has the potential to impact several athlete and team outcomes. The Multidimensional Model of Leadership (Chelladurai, 1978; 1990) proposes that leader behavior can influence group performance and member satisfaction. However, Horn (2002) suggested that other athlete outcomes should also serve as consequences of leadership behavior (in addition to performance and satisfaction). The present study proposed two additional outcomes within the MML framework, those of motivation and commitment, and tested those propositions within a population of intercollegiate tennis players. The results of the analyses indicate that these additional outcomes are at least initially supported as being impacted by leadership perceptions, and suggest that the MML could indeed be expanded in its scope. Future suggestions are forwarded to continue this promising line of research.
... [8] Hence, many studies have confirmed the effect of management activities and policies and leadership style on the institutional environment and as a result of it on effective performance. [9][10][11][12][13][14][15][16] The findings of Peterson and Nisenholz [17] indicate that factors such as trust, participatory decision-making, support, openness of relationships from top to bottom, listening to reports from top level individuals and giving attention to the high performance targets exist in strong institutional environment. In addition, there are solid evidences regarding the relationship between institutional environment with other factors such as Emotional Intelligence, [18] institutional teaching, [19] and job satisfaction. ...
Aim: Qualitative and quantitative development of counseling program in education system can be regarded as an indicator of development in education system. The present research was conducted in schools with the aim of identifying the damaging factors of counseling activities. Methodology: The study was conducted using the mix method. The research population included principals, consultants, teachers and students working and studying in the educational system of West Azarbaijan Province during the 2012/2013 educational year. The sample size was 416 respondents comprising of 46 individuals in the qualitative section who were selected based on comments saturation and 370 individuals in the quantitative section selected by use of stratified sampling method. Data were collected by use of researcher-made interview schedules, and questionnaire then analyzed using Chi-square, regression, Mann-Whitney, Kruskal-Wallis and Z-test. Result: The findings indicated the damaging factors of counseling activities and their level of effect were identified. Discussion: Based on the identified levels of effects, the interpersonal factors showed the highest vulnerability toward counseling activities. Therefore, it was recommended that identification and classification of counseling activities′ damaging factors; educational needs assessment by consultants; professional and psychological empowerment of consultants and timing of counseling activities′ implementation may moderate the damaging factors and convert threats into opportunities eventually leading to achievement of the desirable status of counseling activities in schools.
... Much of this research resulted in the negative relationship of organizational commitment and perception of organizational politics (Randall et al. 1999;Vigoda, 2000;Miller et al., 2008;Hu, 2010). Wilson (1995) reported that organizational politics has an impact on organizational commitment. Horchwarter et al. (1999) found that organizational commitment has a moderation effect on the relationship between organizational politics and turnover intention. ...
New public management promoting efficient use of public resources has increasingly drawn attention for the last three decades.
However, the problem of inefficient use of public resources has not been resolved yet. Investigating the budgetary slack concept
may be useful in solving this efficiency problem. To this end, this research focuses on propensity of managers who work in public
organizations to create budgetary slack and factors affecting their propensities such as perception of organizational politics and
organizational commitment. Results demonstrate that the effects of “general political behavior” and “go along to get ahead”, which
are the sub-dimensions of organizational politics perception, on managers’ propensity to create budgetary slack are positive. It is
also found that organizational commitment has a statistically significant and negative impact on general political behavior and go
along to get ahead.
... Despite a substantial amount of research focusing on the relationship between leadership behavior and organizational commitment, findings in this area are not entirely consistent. Several studies found a positive relationship between these two variables (Gilsson and Durick, 1988;Newman, 1974;Porter et al., 1976;Wilson, 1995), while others reported no linkages (Hampton et al., 1986;O'Reilly and Roberts, 1978;Savery, 1991). Negative association between leadership behavior and organizational commitment was also found (Hunt and Liesbscher, 1973). ...
Purpose
This paper aims to examine relationships between vision realization factors (vision communication, motivation and empowerment of employees), employee satisfaction, and affective organizational commitment in a state‐owned energy provider in Thailand.
Design/methodology/approach
Subjects are drawn randomly from employees working at the Thai state‐owned energy provider who completed a questionnaire made up of valid and reliable instruments that measure each of the variables studied. Hypotheses are tested through a series of regression analyses.
Findings
Findings indicate that vision communication, motivation and empowerment of employees, and follower affective organizational commitment are three direct predictors of enhanced employee satisfaction. Empowerment of employees and employee satisfaction are two direct predictors of employee affective organizational commitment. These findings indicate a reciprocal relationship between employee satisfaction and affective organizational commitment, with a stronger effect from employee satisfaction on affective organizational commitment than the reverse.
Research limitations/implications
How supervisors empower and motivate their subordinates in the Thai state‐owned energy provider still needs a further investigation. The relationship between employee satisfaction and affective organizational commitment needs to be re‐examined by future research, using a different research design and statistical technique.
Practical implications
Leaders at all levels of the state‐owned energy provider should frequently communicate their vision to, motivate and empower their subordinates to enhance subordinate satisfaction and affective commitment.
Originality/value
The body of knowledge about vision‐based leadership in an Asian state‐owned energy provider is scanty. The present study contributes to this area.
... Several studies found a positive relationship between leadership behavior and organizational commitment (Agarwal, DeCarlo, & Vyas, 1999;Avolio, Zhu, Koh, & Bhatia, 2004;Çokluk & Yılmaz, 2010;Mathieu & Zajac, 1990;Porter, Crampon, & Smith, 1976;Savery, 1994;Wilson, 1995;Yousef, 2000;Zeffane, 1994). Therefore, leaders should understand that the issue of employees' commitment is a crucial element to be addressed to. ...
This research was carried out with the intention of examining the impact employees’ perceptions of their immediate supervisors’ supportive and directive leadership behavior and different types of organizational commitment in plantation companies in Malaysia. The study used a survey strategy “self-administered questionnaire”, to collect the primary data. The sample of the targeted consists of 300 supervisors and employees from various plantation companies in Malaysia by using the non-random sampling technique to participate in this study. The statistic results found that there are significant strong relationship between the leadership behavior and the organizational commitment. More importantly, there are significant impacts of the leadership behavior on organizational commitment. In addition, supportive and directive leadership behaviors do play important roles in determining the levels of employee's commitment. Leaders should consider in matching both leadership behaviors based on the situation of their subordinate. Thus, the paper contributes to the existing pool of knowledge on the empirical impact of leadership behaviors on organizational commitment. Different aspects of these variables were tested, so as to provide a wider and more comprehensive understanding of the factors that affect organizations and employees in plantation company's societies in Malaysia.
... Much of this research resulted in the negative relationship of organizational commitment and perception of organizational politics (Randall et al. 1999;Vigoda, 2000;Miller et al., 2008;Hu, 2010). Wilson (1995) reported that organizational politics has an impact on organizational commitment. Horchwarter et al. (1999) found that organizational commitment has a moderation effect on the relationship between organizational politics and turnover intention. ...
New public management promoting efficient use of public resources has increasingly drawn attention for the last three decades. However, the problem of inefficient use of public resources has not been resolved yet. Investigating the budgetary slack concept may be useful in solving this efficiency problem. To this end, this research focuses on propensity of managers who work in public organizations to create budgetary slack and factors affecting their propensities such as perception of organizational politics and organizational commitment. Results demonstrate that the effects of “general political behavior” and “go along to get ahead”, which are the sub-dimensions of organizational politics perception, on managers’ propensity to create budgetary slack are positive. It is also found that organizational commitment has a statistically significant and negative impact on general political behavior and go along to get ahead.
... Jahangir found that when supervisors share work base knowledge with their subordinates, subordinates perceive their supervisors procedurally fair as compared to those who do not share or are not capable of sharing work base knowledge. Wilson (1995) stated that supervisors' informal discussions with subordinates lead information sharing and increased perceptions of procedural justice. ...
A conceptual framework is proposed to investigate the effects of employees' perception of managers' social power on organizational citizenship behavior (OCB) mediated by proce-dural justice, employees' organizational commitment, and job satisfaction. To test the frame-work, structural equation modeling techniques are applied to data collected from 195 top and middle level employees of a private commercial bank in Bangladesh. Primarily this study aims to test the theoretical models to measure the causality whether Social Power, Procedural Jus-tice, Organizational Commitment, and Job Satisfaction can foster Organizational Citizenship Behavior. The results of the study indicate that procedural justice is significantly and positively related to job satisfaction and organizational commitment. The findings indicated that organi-zational commitment has a positive relationship with OCB but the relationship is found to be insignificant. In addition the results also show that employees' with high job satisfaction will have higher OCB, suggesting that bank management needs to value employees' job satisfaction to increase employees' OCB. Implications for practicing managers and for future research are discussed. 1 Nadim Jahangir holds a Ph. D. (Bank Management) from Australian Catholic University (Australia) in 2003 and is currently working as an Associate Professor (Director, in charge), at School of Business in Indepen-dent University, Bangladesh. 2 Muzahid Akbar has a MBA (IT Concentration) from Lahore University of Management Sciences (LUMS) in 2002 and Master of Commerce (Accounting) from University of Dhaka, Dhaka in 1999 and is currently working as a Senior Lecturer (Marketing and Management) in the School of Business in the Independent University, Bangladesh. 3 Noorjahan Begum has a Master of Business Administration (MBA), Major in Marketing 2006 from Independent University, Bangladesh (IUB) and is currently working as a Research and Development Officer in School of Business, Independent University, Bangladesh.
... Power can be defined as the ability to " get things done " (Long 1949, Pfeffer 1992) or the ability to achieve desired objectives (Wilson 1995). As such, power is a capacity; however, power can also be understood in relational terms. ...
Public Administrations in Southern Europe are usually identified with the French Napoleonic model, which is considered to be less innovative and open to change than the Nordic or Anglo-Saxon models. This conjecture contrasts with the observation of current administrative practice in Spain and conversations with Spanish civil servants. Parts of the Civil Service in Spain have adopted perspectives, working styles and language that are clearly influenced by international reform trends. The paper posits that it is not possible to talk about one single administrative culture. In order to test this hypothesis, the paper analyzes data on power perceptions and values of high-rank civil servants in the Spanish central government. Sampled respondents' answers point to the coexistence of competing values and organizational cultures, to the respect for hierarchy and for superiors holding soft power sources, and to a strong sense of independence from both internal and external political entities. Variation of respondents' perceptions was both explained by the organizational settings civil servants work in and also by their personal characteristics.
... Workers want to remain in the organization when the investment is paying off but seek exit strategies when it is not. In addition, employees who are the victims of politics at work are less committed to the organization (Wilson, 1995). It is possible that a similar relationship holds true for team politics, such that team-level politics have the potential to negatively affect team commitment and turnover. ...
Analyses of data collected from 172 members of 23 matrix teams indicated that member perceptions of team-level politics were negatively related to executive and member ratings of effectiveness and to member expressions of satisfaction with and commitment to the matrix team. In addition, results of moderated multiple regression analyses indicated that member-team goal congruence moderated these relationships. Perceptions of politics were more strongly related to the outcome variables among individuals who did not share the priorities of their team members than among those whose goal priorities were consistent. These results suggest that leaders can help their team members cope with politics by making efforts to ensure that they share goal priorities of team members.
... One of the important research directions at the interface of public administration and political science proposed by Whicker et al. is to learn how the political environment influences continuity of goals and policy in public organizations. In line with this, a recent study of Wilson (1995) found support for the relationship between politics and organizational commitment of top executives in the federal government. Testing the relationship between politics and work outcomes, as was done in the present study, is one important way in which to respond to this challenging research question. ...
The goal of this research was to test the relationship between political behavior and work outcomes such as actual performance as measured by a supervisor's evaluation, job satisfaction, organizational commitment, and participation in decisions in the workplace. The respondents in this survey were 200 administrative and medical personnel from one of the major public health organizations in Israel. Supervisors in each of the clinics provided the data on performance of the employees. The findings of regression analysis showed, in general, that political behavior was related to important behavior and attitudes in the work setting. The relationship can be defined as modest but consistent. It is modest because the political behavior variables did not explain a large portion of the variance of the four work outcomes. It is consistent because all work outcomes were related to one or more of the political behavior variables, and this relationship holds beyond the effect of the control variables. The findings also showed that the relationship between political behavior and performance and organizational commitment is stronger for females than for males.
Örgütler, kaynakların daha etkili, ekonomik ve verimli kullanılması çerçevesinde çeşitli güç mücadelelerinin yaşandığı, taktik ve stratejilerin uygulandığı politik oluşumlardır. Bu sebeple kaynak verimliliği açısından düşünüldüğünde örgütün amaç ve hedeflerine ulaşmasında güç ve güçle ilişkili durumların nasıl ve ne şekilde kullanıldığı elzem olmaktadır. Özellikle yetkiye sahip olanların gücü ve güçle ilişkilendirilen durumları, mevzuata uygun biçimde kamu yararını gözeterek idarelerin amaç ve hedeflerine ulaşmak maksadıyla kullanması bireysel, örgütsel ve toplumsal açıdan olumlu etkiler yaratacaktır. Yönetim süreçlerinin denetimi açısından da bu hususun önem arz ettiği düşünülmekte olup, tarafsız ve bağımsız denetim organlarının varlığı ile etkin bir yönetimin işlerlik kazanacağı değerlendirilmektedir. Bu bağlamda çalışmada, iç denetim süreçleri kapsamında iç denetçilere açık uçlu sorular yöneltilmiş ve iç denetçilerin güç, politika ve politik davranışlar hakkındaki görüşleri tespit edilmeye çalışılmıştır. Çalışma sonucunda, iç denetçilerin güç kullanımı esasında kendi çıkarlarına hizmet eden yaklaşımlardan kaçındıkları; iç denetçiler özelinde politik davranışın kısmi bir durum taşıdığı; ancak iç denetçilerin bağlı oldukları üst yöneticiler açısından politik davranışın öne çıktığı tespit edilmiştir. ABSTRACT Organizations are political formations in which various power struggless are experienced and tactics and strategies are applied within the framework of more effective, economical and efficient use of resources. For his reason, in terms of resource efficiency, it is essential how and how power and power-related situations are used to achieve goals and objectives. In particular, the use of the power of those who have authority in order to achieve the goals and objectivesof the administrations by taking into account the public interest in accordance with the legislation will create positive effects in terms of individual, organizational and social aspects. It is thought that this issue is also important in terms of supervision of management processes. Based on this idea, it is evaluated that an effective management will be operational with the presence of impartial and independent audit organs. Ultimately, the aim of this study was to ask open-ended questions to internal auditors within the scope of internal audit processes and to determine their views on power, policy and political behaviors. As a result of the study, it was found that internal auditors avoided approaches that served their interests on the basis of the use of force and that political behavior in the case of internal auditors was partial; however, it was determined that political behavior came to the fore in terms of the senior managers to whom the internal auditors were affiliated.
The Power is one’s ability to influence other people. Influence is the process of affecting the person mentally or emotionally. When employees in an organization convert their powers into action politics comes into existence. Those with good political skills have the ability to use their bases of power vigorously. Politics concerns to the ways people gain and use power. Thus, organizational politics means the use of energy, strength and influence in organizations. Many researches have been conducted in various sectors to demonstrate the impact of Organizational Politics (OP). The aim of this study was to find the impact of organizational politics on employee turnover & employee performance in case of private sector banks. This study also finds out various factors underlying employee turnover & employee performance. To achieve the object of the study questionnaire survey was used. The results show that there is a significant impact of Organizational Politics on Employee Turnover but there is no significant impact of Organizational Politics on Employee Performance among private bank employees.
In attempting to achieve high performance levels within the enterprise, the manifestation of aligned commitment is a very desirable goal to aim for. It is instrumental in the realisation of the full potential of organisational members and in focusing their efforts and performance on the strategic vision of the enterprise. A model, which introduces, describes, and integrates the various processes, steps and actions required in the development of aligned commitment, is suggested. Guidelines, derived from research findings as well as experience gained in the actual implementation of the various constituent elements of the model, are supplied. These guidelines should assist in the successful establishment and maintenance of a value-driven, aligned commitment culture within any enterprise.
Perception of organizational politics has important role in the organization. It’s because many empirical findings show that perception of organizational politics have impact on performance. Many factors have contributed to the development of organizational politics. The purpose of this study are to investigate the impact of transformational and transactional leadership on perception of organizational politics and to investigate the impact of perception of organizational politics on organizational outcomes such as job satisfaction, affective commitment with ingratiation as moderating variable. The research finding that transformational leadership have negative impact on perception of organizational politics, transactional leadership have no impact on perception of organizational politics, perception of organizational politics have negative impact on job satisfaction, perception of organizational politics have no impact on affective commitment, ingratiation moderate the relationship beween perception of organizational politics and job satisfaction, ingratiation moderate the relationship between perception of organizational politics and affective commitment. Keywords:perception of organizational politics, transformational, transactional, ingratiation. Abstrak Persepsi politik organisasional memiliki pengaruh penting dalam organisasi. Penelitian-penelitian sebelumnya menunjukkan persepsi politik organisasional berpengaruh negatif pada kinerja. Persepsi politik organisasional bukan suatu hal yang terbentuk dengan sendirinya. Salah satu diantaranya adalah faktor situasional yaitu kepemimpinan atasan. Tujuan penelitian ini adalah menguji pengaruh kepemimpinan transformasional dan transaksional pada persepsi politik organisasional dan menguji pengaruh persepsi politik organisasional pada outcomes organisasional seperti kepuasan kerja dan komitmen afektif dengan menggunakan ingrasiasi sebagai variabel pemoderasi. Hasil penelitian menunjukkan bahwa kepemimpinan transformasional berpengaruh negatif pada persepsi politik organisasional, kepemimpinan transaksional tidak berpengaruh pada persepsi politik organisasional, persepsi politik organisasional berpengaruh negatif pada kepuasan kerja, persepsi politik organisasional tidak berpengaruh pada komitmen afektif, Ingrasiasi memoderasi pengaruh persepsi politik organisasional pada kepuasan kerja dan Ingrasiasi memoderasi pengaruh persepsi politik organisasional pada komitmen afektif. Kata Kunci:Persepsi politik organisasional, kepemimpinan transformasional dan transaksional, ingrasiasi.
Bu çalışma, kişilerin problem çözme becerilerinde örgütsel adalet algısı ve iş tatmininin ne derece etkili olduğunu belirlemek amacıyla yapılmıştır. Çalışmanın dayandığı araştırma, Ankara ve İstanbul'da bulunan sekiz özel sağlık kuruluşunda görevli 247 hemşireden Problem Çözme Envanteri, Örgütsel Adalet Algısı Ölçeği ve Minnesota İş Doyum Ölçeği aracılığıyla toplanan verilerin analiziyle gerçekleştirilmiştir. Elde edilen bulgular, problem çözme becerilerinin oluşmasında örgütsel adalet algısının ve iş tatmin duygusunun önemli rolleri olduğunu göstermiştir. Bunun yanında, özellikle örgütsel etkileşim adaletinin kişilerin problem çözme becerilerine hem doğrudan, hem de çalışanların iş tatmin duygusunu artırarak dolaylı olarak katkılar sağladığı ortaya çıkarılmıştır.
The aim of this study is to explore the effects of organizational justice perception and job satisfaction on problem solving ability. For this purpose, a survey was conducted with 247 nurses working in the eight private health foundations in Ankara and İstanbul. The Problem Solving Inventory, Organizational Justice Perception Scale and Minnesota Job Satisfaction Scale were used in the research. The results showed that organizational justice perception and job satisfaction have important roles in developing the problem solving ability. Moreover, interactional justice has both direct effects on the problem solving ability and indirect effects on the solving ability with increasing the job satisfaction.
In the face of transformations, and as a result of changes in economic, social, technology and labor markets, there are expectations as to the role of power in the Saudi Public Organizations. According to the importance of power as a strategic factor in the process of change, organizational development and the overcome of change resistance, the questions that are facing these organizations today are: How are managers and subordinates transacting with power and authority in a downward and lateral relationship? What are the sources of power available to the managers in the Saudi Public Organizations? What are the most frequently used sources? What are the correlations between personal power and position power to commitment and managerial effectiveness? The finding of this study has indicated that managers have more influence upon their subordinates through position power, also the power (reward, legitimate and coercive power) has more importance as a reason for complying with the request of managers. The findings of this study have indicated the relative importance of personal power over positional power as correlated to commitment and managerial effectiveness, the power (charisma, information and reverent) has more importance to the peer as a rating of managerial effectiveness.
The study aims to examine the relationship between loyalty and commitment to one's own organization and feelings of alienation and psychological suffering amongst government employees. The study chose (418) samples 215 of which were males and 203 females. The study revealed the following results: A significant negative relation between organization commitment and loyalty was noticed in relation to both alienation and psychological suffering, whereas no significant relation was noted between organization commitment and loyalty, age, experience, and educational level. On the other hand, significant differences were evident between males and females with regard to their organization commitment where males scored higher in their loyalty. Also no significant differences were detected between males and females in feelings of alienation and psychological suffering. Furthermore, there were no significant differences between organization loyalty and commitment and alienation that differentiate the more highly educated and the less educated. However, there were significant differences in psychological suffering in relation to level of education where it was found that the higher educated displayed greater psychological suffering.
The purpose of this chapter is to argue the case that the study of Knowledge Management should embrace considerations of ethics and accountability. Knowledge Management-a relatively new discipline-is often seen as a necessary but benign component of any modern business organization. This chapter suggests that underlying modern notions of knowledge management are the far older practices comprising the management of knowledge prevalent in most spheres of human activity. Many of these are political in nature, and distort and manipulate knowledge to achieve ends which may include criminal activity and fraud, but often merely serve to further the aims of organizational actors. The discipline called Knowledge Management has much to learn from the ancient art of the management of knowledge.
Objective: The aim of this study was to examine retention of CPR/BLS knowledge of third year nursing and fourth year chiropractic students following instruction and assessment of CPR/BLS skills and knowledge as part of their undergraduate degree program. Design: Non experimental exploratory survey to determine perceived ability and knowledge of CPR/BLS following completion of CPR/BLS instruction. Setting: University Health Sciences School. Subjects: 87 third year undergraduate nursing and 43 fourth year undergraduate chiropractic students at Royal Melbourne Institute of Technology (RMIT). Main outcome measure: The level of knowledge of CPR/BLS was assessed via the number of correct responses to questions regarding CPR/BLS. A visual analogue scale was used for the students to score their self rated perceived knowledge and skill. Results: The majority of students (78%) felt they were well prepared to perform CPR/BLS, however there were deficiencies in both groups with regards to knowledge of current guidelines. Chiropractic students were less likely to identify the correct compression rate compared to the nursing group (Spearman's rho 0.669, p .001) with 95% of the chiropractic students not able to identify the correct rate. Thirty four percent of the students were unable to identify the correct ventilation compression ratio with nursing students again more likely to respond correctly (Spearman's rho 0.508, p .001). Nursing students scored themselves highly for self rated knowledge and ability to perform CPR. Chiropractic students tended to score themselves at a lower rating in these areas than the nursing students; however the differences were not statistically significant. Conclusions: Although students from both disciplines had significant gaps in knowledge of CPR/BLS nursing students outperformed chiropractic students in all aspects of CPR/BLS knowledge. Despite the knowledge gap students from both disciplines were confident in their self assessed ability to perform and assess the need for CPL/BLS.
This study examined the relationship between leadership-behaviour and organizational factors as predictors of workers organizational commitment. Ex-Post-Factor research design was employed. A total number of 504 workers selected from private and public sector organizations located in Lagos and Abuja in Nigeria participated in the study. The study was anchored on Graen and Scandura Leader-member exchange theory. It was hypothesized that job tenure, management cadre and organizational type will significantly predict workers' organizational commitment. Also, workers who perceived their bosses to be high on interpersonal relations and emancipatory leadership behaviour will identify more with their organization, demonstrate high loyalty and show high commitment to their organizations. Results revealed a positive progression in the influence of organizational factor on organizational commitment variables. Specifically, junior workers reported more commitment compared to senior management level workers for at least 1.03 times. Interpersonal relations contributed about 19.9% of the total variance of the observed job indentification and 28.8% to workers' job loyalty, and 19.3% to organizational commitmen respectivelyt. Emancipatory leadership-behaviour contributed 17.2% and10.2% to loyalty and organizational commitment. Autocratic/control contributed 19.3% to the observed variance in job involvement. Meanwhile, autocratic/control leadership-behavior accounted for about 15.4% of workers' disloyalty to their organizations. Findings in the study were discussed in the light of emergent literatures on leadership and organizational research.
The purpose of this dissertation is to develop and validate a new measure of identity. Based on the research on collective identity (Ashmore, Deaux, and McLaughlin-Volpe, 2004), the Collective Identity Scale (CIS) developed in this dissertation represented a multidimensional measure of identity that can be used to measure any identity type. Based on seven exploratory and confirmatory data sets, a 14-items measure holds the same factor structure for organization-based identity, family-based identity, and social-based identity. In a final data set, three additional items are added to strengthen each dimension in the scale. Convergent and discriminant validity are also shown in the final data set.
This dissertation also proposes a theoretical model that explains the interactive influence of identity, support and stress. Part of this model is tested to illustrate predictive validity of the CIS. Partial support is received for the research model. Results from this dissertation show that identity and support can, independently, moderate conflict-outcomes relationships. Specifically, organizational identity moderated the relationship between role conflict and depressed mood at work, such that those low in organizational identity increased in depressed mood at work as role conflict increased. Organizational identity also moderated the relationship between role conflict and burnout, such that individuals with low organization identity tend to increase in burnout as role conflict increased. Co-worker support also moderated the relationship between role conflict and affective commitment, such that affective commitment decreased at a greater rate as role conflict increased for individuals low in co-worker support.
Furthermore, co-worker support was found to moderate the relationship between role conflict and burnout. However, contrary to the hypothesis, individuals with high organization identity increased in burnout as role conflict increased. Similarly surprising, family support moderated the relationship between work-family conflict and tension in a manner contrary to the hypothesis; tension due to work-family conflict increased at a greater rate for individuals with a supportive family than for those with an unsupportive family. Collectively, the results from this dissertation are discussed in relation to future research agenda and practical implications.
Deutsch's theory of cooperation and competition may be usefully extended to understand how employees decide to commit to their organizations. Results ofstructural equation analyses on data colkctedfrom interviews of Chinese and Japanese employees of Japanese multinational organizations operating in Hong Kong indicate that cooperative goals contributed to open discussion between employees, which resulted in productive workand stronger work relationships, which in turn led employees to feel committed. Competitive and independent goals were largely negatively correlated with dynamics and outcomes. These results argue that the theory of cooperation and competition is usefulfor understanding interdependence and interaction in Asian as well as North American organizations. The theory may have the potentialfor structuring interaction that rewards employees, facilitates their relationships and productivity, and results in commitment.
This study identifies the prevailing leadership styles of career Senior Executive Service (SES) members of the Federal Government. This study also determines if an association exits between SES member's self‐perceived leadership style and personal characteristics, such as gender, years in the Federal Service, and highest academic degree earned. The study population consists of 6395 career SES members. A random sample of 364 career SES members was selected. The selected group was asked to respond to a demographic data questionnaire and the Styles of Leadership Survey (SLS). Over 34% of the sample completed the instrument and data questionnaire. This study reveals that Strategic Leadership Style (5/5) is the dominant self‐perceived leadership style of career SES members. The personal characteristics of gender, years employed in the Federal Government, and educational attainment were identified as being significant factors influencing leadership styles of Federal Government executives.
Research studies abound with information concerning variables with statistically significant influence on worker retention and/or commitment. Despite all we know about the commitment and retention of workers, public organizations still lack the capacity to find and keep workers. More research analysis addressing the relationship between commitment of workers and politics, as well as commitment and value congruency (between members of the Senior Executive Service and the federal government) might provide a better understanding of workers' commitment to work organizations. This article is written with the image of public organizations as value (cultural) and political systems. These hypothesized variables are predicted to have strong influences on the commitment of workers in the federal government.
Background: Nurses' commitment in the workplace is a psychological state linking them to their organisations. It has been viewed as a dimension of organisational effectiveness. Objectives: The purpose of this study was to determine the multiple correlations between the four predictors (job satisfaction, perceived organisational support, transformational leadership behaviour and level of education) on the degree of organisational commitment among nurses in South Florida's long-term care facilities. Method: The analytical procedure of multiple regression was utilised to determine the predicting strength among organisational commitment and the independent variables: job satisfaction, perceived organisational support, transformational leadership behaviour and nurses' level of education. To obtain the participants for this study, the researcher chose randomly four nursing homes located in Miami-Dade County. The participants were randomly chosen from a list of nursing staff provided by each facility. Results: Pearson product-moment correlation coefficients were computed and revealed that positive correlation existed between nurses' commitment to their organisations, the dependent variable and job satisfaction, perceived organisational support, transformational leadership and level of education, the independent variables. Of the four independent variables, a multiple regression analysis indicated that job satisfaction and perceived organisational support were most strongly related to nurses' commitment to their organisations. Conclusions: The study provides new support to previous research about the importance of nurses' commitment and satisfaction for organisational effectiveness and performance. It also provides further evidence that the more committed they are to their organisations, the more they will be productive in their organisations.
Recent presidents have come to office with distrust and hostility toward the career bureaucracy and have increased the numbers of political appointees and White House control over appointments in order to cope with this perceived problem. This article offers evidence that this distrust is misplaced and that most administrations experience a "cycle of accommodation" with the career bureaucracy. It argues that the capacity of the White House is being strained and the effectiveness of the government is being undermined by the present trend toward increasing numbers of inexperienced political appointees. It concludes that the system of presidentially-appointed executives heading departments and agencies is a good one, but that the balance should be shifted back toward fewer presidential appointees. Reversing this trend will increase the capacity of the government to function efficiently and effectively without sacrificing political accountability or responsiveness.
As instrumental rewards become more scarce under general government retrenchment, public employers need to rely more heavily on intrinsic rewards as a basis for employee performance. This paper examines the impact of job security, recognition for the public service and changes in agency staffing on one an important intrinsic reward, organizational involvement. Analysis of variance and multiple regression are used to explore these relationships; the data are based on a 1982 survey of 484 federal, state, and local government employees in Kansas and Missouri. The results suggest a generally overlooked resource for enhancing organizational involvement, public service recognition. The research indicates that the sense of recognition accorded to the public service has a strong influence on the employee's job involvement, with higher level employees exhibiting more sensitivity to recognition than lower level employees. In contrast, job security and changes in staffing levels demonstrate only modest impacts on employees' involvement.
This research investigates the relative impacts of formal status and informal communication roles on influence in administrative and technical decision making. While external information enters the organization via boundary spanning individuals, the exercise of influence at lower levels of the organization is dependent on mediating critical organizational contingencies. As the locus of task uncertainty shifts, so too does the relative influence of boundary spanning individuals and internal stars; the greater the task and environmental uncertainty, the greater the influence of boundary spanning individuals. Senior management are influential across task areas. The formal hierarchy and informal social processes complement each other in the exercise of influence. These results extend research which indicates that different information processing requirements require systematically different organizational processes to attend to that uncertainty.
A framework is offered for organizing efforts at systematic, empirical theory building in public administration. It uses as an empirical referrant public organizations and their analytically defined policy subsystems. Public organizations are characterized as engaging in external political exchanges in order to secure legitimacy and basic "life-support." They are also viewed as engaging in external economic exchanges to secure low-cost raw materials, and means of production and distribution. Internally public organizations can be analytically divided into polity and economy. Polity encompasses activities and behavior relating to the development and definition of agency purpose, including: cadre recruitment and socialization, monitoring the environment, and internal economy and harmonizing the two. Internal economy encompasses those phenomena and activities that relate to effective task accomplishment, including: division of work and responsibilities, allocation of resources, and maintenance of an incentive system. Hopefully such a framework can unify the fractionated field and move us toward systematic empirical theory.
The study examines the relationship between political behaviors, e.g., ingratiation, structure change, cooptation, and threat, and their outcomes such as interpersonal trust, alienation, and feeling about job performance. A negative relationship between political behaviors and interpersonal trust andfeelings about performance, and a positive relationship between political behaviors and alienation is hypothesized. Results largely support the hypotheses. However, a relationship between political behaviors and feelings about job performance is marginal. Findings are discussed in the light of available research.
Managers' perceptions of political activity associated with different situations, functional areas, and hierarchical levels were studied in 30 organizations. Politics was perceived to be related to power, uncertainty, and importance of the issue to the organization and to the individual. Perceived negative andpositive instrumentalities of politics werefoundfor individuals and organizations.
The effect of subunit power on resource allocation decisions in one university is examined. Measures of departmental power in a university are found to be significantly related to the proportion of the budget received, even after statistically controlling for such universalistic bases of allocation as work load of the department, national rank, and number of faculty. Subunit power in the organization is also related to the correlation between a subunit's resources--budget and instructional staffs--and work load over time. The more powerful the department, the less the allocated resources are a function of departmental work load and student demand for course offerings. Subunit power is measured by both interviews of department heads and the analysis of archival records of departmental representation on major university committees. Intercorrelations between these measures of subunit power indicate that it is possible to obtain unobtrusive measures of organizational political systems without direct interviewing.
The decline in public confidence in American institutions has taken a particularly heavy toll on the civil service. In calling for a recommitment of Americans to the values associated with public service, political leaders assume that such motives can be translated into effective and efficient bureaucratic behavior. Evidence regarding the strength of public service motives, however, is limited. This article reviews different theories for public service motivation and identifies a typology of motives associated with public service that includes rational, norm-based, and affective motives. Three propositions are put forward that describe the behavioral implications of public service motivation. The authors conclude that past research offers, at best, a poor understanding of the way to stimulate individual behavior in public organizations, and they call for more empirical research and theory development pertaining to the motivational bases of public service.
Implementation is the concrete activity that comes as follow-through to a previously set goal. As a continuing process of specification and reassessment, it inescapably brings about goal modification and becomes a political process. Implementation is a low visibility activity in which prior agreements tend to dissolve and in which political adjustments often are narrowly based, typically are achieved covertly, and therefore encourage self-serving behavior. Despite a long tradition in political sociology that recognizes the special political character of implementation, there is a managerial view of implementation based in the discipline of economics that treats implementation as a technical process of achieving specified and agreed upon goals. Significantly this managerial view is itself ideological and has paved the way for a new administrative force—policy managers—to emerge as an important power group.
This paper summarizes a stream of research aimed at developing and validating a measure of employee commitment to work organizations. The instrument, developed by Porter and his colleagues, is called the Organizational Commitment Questionnaire (OCQ). Based on a series of studies among 2563 employees in nine divergent organizations, satisfactory test-retest reliabilities and internal consistency reliabilities were found. In addition, cross-validated evidence of acceptable levels of predictive, convergent, and discriminant validity emerged for the instrument. Norms for males and females are presented based on the available sample. Possible instrument limitations and future research needs on the measurement and study of organizational commitment are reviewed
- Downs, Anthony
- Minzberg, H.