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Organisational Politics: The Positive and Negative Sides

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Abstract

There are two ways of viewing organisational politics: either as a symptom of social influence processes that benefit the organisation, or a self serving effect that goes against the organisational goals (Mintzberg, 1985: 148; Gotsis & Kortezi, 2010: 498). Nevertheless, the concept of organisational politics is a key social influence process that can be either functional or dysfunctional to employees and organisations (Allen et al, 1979: 82). Organisational politics, as argued by various researchers, can be either positive or negative (Othman, 2008: 44) and this paper delves into both sides of the organisational politics by offering examples from literature and research carried out throughout the years.
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European Scientific Journal January 2015 edition vol.11, No.1 ISSN: 1857 – 7881 (Print) e - ISSN 1857- 7431
121
ORGANISATIONAL POLITICS: THE POSITIVE &
NEGATIVE SIDES
Karen Cacciattolo
D.Soc.Sci.(Leic.), M.Sc. (Trng& HRM) (Leic.)
University of Malta, Malta
Abstract
There are two ways of viewing organisational politics: either as a
symptom of social influence processes that benefit the organisation, or a self
serving effect that goes against the organisational goals (Mintzberg, 1985:
148; Gotsis & Kortezi, 2010: 498). Nevertheless, the concept of
organisational politics is a key social influence process that can be either
functional or dysfunctional to employees and organisations (Allen et al,
1979: 82). Organisational politics, as argued by various researchers, can be
either positive or negative (Othman, 2008: 44) and this paper delves into
both sides of the organisational politics by offering examples from literature
and research carried out throughout the years.
Keywords: Organisational Politics, Organisational Behaviour
Introduction
According to Vigoda-Gadot & Dryzin-Amit (in Vigoda-Gadot &
Drory, 2006), organisational politics are important since these provide an
understanding of the informal processes of conflicts and co-operations in
organisations, and their impact on the employees’ performance (2006: 7).
Othman (2008) mentions two sides of organisational politics in his paper on
the role of justice, trust and job ambiguity (2008: 44), namely the negative
side, which involves convenient and illegal behaviour, and the positive side
which is a social function that is important for organisations to survive
(2008: 44). Negative organisational politics are disapproved of because of
the ethical dilemmas encrusted with them and the workplace conflicts that
are generated, whilst positive organisational politics results from the
amalgamation of shared goals and stimulating collaboration (Drory &
Vigoda-Gadot, 2010: 196; Gotsis & Kortezi, 2010: 509).
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The Positive Side of Organisational Politics
Organisational politics and their processes are often understood to be
the organisational defensive routines that alter and filter legitimate
information (Seo, 2003: 11). However, organisational politics do not have
to be about power manipulation, trust issues and hidden agendas.
Organisational politics can also be functional in ways that are beneficial for
more than just a politically-skilled and politically motivated minority
(Vredenburgh & Shea-VanFossen, 2010: 41). The person-based
interactionist approach empirical study of Rosen et al (in Vigoda-Gadot &
Drory, 2006), regarding the understanding of personality traits in politics,
demonstrates that organisational politics may not always direct towards
negative effects, since different personalities may perceive politics more
positively than others (2006: 47).
Positive organisational politics may provide the basis for competitive
advantage, especially when people are appropriately politically skilled. It
has been suggested that politically skilled management successfully manages
those organisational environments that are under stress – a political skill that
includes an aptitude to employ actions that support feelings of trust,
confidence and sincerity (Drory & Vigoda-Gadot, 2010: 195; Gotsis &
Kortezi, 2010: 504). This means that positive politics are mainly visible
when individuals know how to use positive influence behaviours and
strategies, and evade negative behaviour. Drory & Vigoda-Gadot (2010)
argue that when one develops a set of positive political skills, an effective
political environment is created that does not suffer from injustice,
unfairness and inequity (2010: 197).
Some view organisational politics as a means for working through
conflicts in organisations, and employees use their perception of
organisational politics to make sense of the environment they work in
(Ladebo, 2006: 256). Others argue that being politically skilled may
improve an individual’s and the organisation’s success, and can facilitate
organisational change and adaptation to the environment (Ladebo, 2006:
256, 259; Vredenburgh & Shea-VanFossen, 2010: 41). Kurchner-Hawkins
& Miller (in Vigoda-Gadot & Drory, 2006) argue that political behaviour is
positive when it serves the organisation’s vision and objectives, develops
teamwork and confidence, and is ethically well-balanced (2006: 337).
Moreover, positive or constructive political behaviour can be advantageous
to greater organisational equality (Gotsis & Kortezi, 2010: 505). This is
because constructive political behaviour is seen as a necessity to bring
together the dissimilar interests of stakeholders, depending on the ability to
set in equilibrium the competing motivations and views of organisational
members.
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Extending this line of argument, Butcher and Clarke (2006: 297) argue
that managers who are keenly aware of the political environment in their
workplace are more likely to be able to manage those political behaviours in
order to promote equality. This is also because, according to Kurchner-
Hawkins & Miller (in Vigoda-Gadot & Drory, 2006), organisational politics
is a key leadership concern taking into account the prospective influence of
political behaviour on the environment and efficiency of an organisation
(2006: 331). Consequently, if political behaviour is perceived to be a
natural and constructive thing in organisations, than political strategies may
be viewed as affiliation, setting up of connections, alliance-creation or even
guidance (Gotsis & Kortezi, 2010: 498). Moreover, according to Kurchner-
Hawkins & Miller (in Vigoda-Gadot & Drory, 2006), those connections and
alliances that are shaped on trust and conformity, and are as well in line with
the organisation’s goals and objectives, may be considered as “politically
positive” (2006: 341).
Coopey & Burgoyne (2000) argue that a liberal form of politics may
have a positive effect on learning, regardless of the role and status of
individuals in their organisation (2000: 869). More specifically they argue
that an open form of politics stimulates individuals of an organisation to
become more persistent towards learning ideas (2000: 879). Coopey &
Burgoyne (2000) use the institutional theory to illustrate that learning
throughout an organisation is a function of open political processes at group
level that involves various individuals. They also state that organisational
politics might enhance the flexibility and innovativeness of organisational
forms. This would allow the interconnectedness within communities of
practice to disseminate learning (Coopey & Burgoyne, 2000: 882).
Similarly, Engestrӧm (2001) claims that some conflict, as well as the process
of finding ways to resolve that same conflict, may promote workplace
learning.
Vigoda-Gadot & Kapun (2005) provide a set of positive outcomes of
politics, namely “career advancement, recognition and status, enhanced
power and position, attainment of personal and organisational goals,
successful accomplishment of a job or policy implementation, and feelings of
achievement, ego, control and success” (2005: 256). This means that
political behaviour may be necessary in all of the cases mentioned above,
especially if someone wants to advance in an organisation or needs to be
acknowledged by his or her co-workers (Drory & Vigoda-Gadot, 2010: 195).
Mintzberg (1985) presents several positive aspects of organisational
politics in relation to his identification of games (in Vredenburgh & Shea-
VanFossen, 2010: 41). He states that organisational politics can sometimes
be used to pursue rightful ends, for example, when one uses the whistle
blowing and Young Turks games, it could be beneficial to correct
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irresponsible or inefficient behaviours or even to effect beneficial changes
that are otherwise resisted (Mintzberg, 1985: 148, 149). Also, politics can
provide alternating routes of information and promotion, as when the
sponsorship game enables a manager to rise over a weaker manager. In this
case, political games may provide an insight on the potential for leadership.
According to the findings of Luthans et al’s study (1985) there is a
relationship between successful managers and the frequent use of
organisational politics (Vigoda-Gadot & Dryzin-Amit in Vigoda-Gadot &
Drory, 2006: 7). Infact, Kurchner-Hawkins & Miller (in Vigoda-Gadot &
Drory, 2006) state that leadership is “a political art rather than a strategic
science” that involves human management and political skills (2006: 331).
Organisational politics may also encourage a variety of voices to be heard
that may be beneficial to the organisation (James in Vigoda-Gadot & Drory,
2006: 53; Mintzberg, 1985: 150).
The Negative Side of Organisational Politics
Although organisational politics are widely accepted to have positive
potential, studies show that individuals still predominantly perceive these as
negative (Drory & Vigoda-Gadot, 2010: 195; Othman, 2008: 44; Poon,
2003: 138). A famous and interesting statement presented by Block (1988)
states that “If I told you, you were a very political person you would either
take it as an insult or at best as a mixed blessing” (1988: 5). Therefore,
usually political work environments are perceived negatively by individuals
and may induce a sense of unfairness, deprivation and inequity (Gotsis &
Kortezi, 2010: 499; Harris et al, 2009: 2669; Ladebo, 2006: 256; Vigoda-
Gadot & Kapun, 2005: 258). Consequently those employees who perceive
their organisation as being politicized will tend to withhold useful
information (Beugré & Liverpool in Vigoda-Gadot & Drory, 2006: 125).
Organisational politics may mute and warp the voices and opinions of
individuals, facts that spawn defence mechanisms and uphold uncertainty
(Vince, 2001: 1344). Within political environments, employees tend to feel
threatened by the uncertainty, ambiguity and the self-interest actions that
occur with individuals (Harris et al, 2009: 2680). Vredenburgh & Shea-
VanFossen (2010) argue that genetic tendencies such as forcefulness, power
and control need, manipulation, rank rivalry, and egotism can all materialize
in response to common organisational circumstances of uncertainty, resource
shortage, and disagreement (2010: 35).
In fact, several researchers found that organisational politics have a
negative affect on the job performance and organisational commitment,
especially to the lower status employees (Drory, 1993; Ferris et al, 1989:
158; Gotsis & Kortezi, 2010: 499; Vigoda-Gadot & Kapun, 2005: 258).
Others propose that organisational politics are the source of stress and
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conflict at the workplace (Ladebo, 2006: 263; Vigoda-Gadot & Kapun, 2005:
259). Cropanzano & Li (in Vigoda-Gadot & Drory, 2006) mention Ferris et
al’s study of 1993, in which it transpired that politics were strappingly
related to job anxiety for those with less perceived control (2006: 143). This
means that employees with a lower level of power feel more stressed when
they perceive politics in their work environment.
As a result, organisational politics may cause an individual to detach
either physically or mentally from the workplace (Vigoda-Gadot & Kapun,
2005: 260). Therefore, whilst people may be present at the place of work,
their mind could be elsewhere and may lack concentration. Studies that
focus on the notion that organisational politics refers to the strategic
behaviour that promotes self-interest, offer a negative image of workplace
politics, and thus individuals continue to enforce their negative perspective
of organisational politics (Vigoda-Gadot, 2007: 662).
Some state that political behaviour restricts information sharing and
communication (Curtis, 2003: 296; Poon, 2003: 138) and thus inhibits
learning. In this case, Kurchner-Hawkins & Miller (in Vigoda-Gadot &
Drory, 2006) state that communication and information are the key players in
political practices and their control is of huge significance to the political
processes in organisations (2006: 339). This is because both information and
communication are the ways for producing and making aware those issues
and actions taking place at work.
Political behaviour is included in the cultural factors that may also
inhibit learning. Bishop et al (2006) state that cultures that give importance
to the attainment and hoarding of technical skills that are used independently
by individuals are less likely to support knowledge-sharing networks (2006:
20). Likewise, cultures that are distinguished by a lack of trust will
probably not encourage the transfer of knowledge from the individual to the
group or the organisation (Bishop et al, 2006: 20). Albrecht (in Vigoda-
Gadot & Drory, 2006) notes that when employees feel that they cannot trust
other employees and the procedures of an organisation, they tend to reduce
their dedication, put in less effort, and engage in withdrawal behaviour
(2006: 109). Moreover, different groups or jobs inside the same organisation
may have completely dissimilar views about which knowledge is valuable or
applicable (Bishop et al, 2006: 19). An example of this is the study by Fuller
& Unwin (2003) in which three different organisations and their type of
apprenticeships were considered.
Fuller & Unwin’s study shows that one organisation enabled
apprentices to accomplish a quick passage to full participation, but at the
expense of moving beyond its boundaries to meet new learning potentialities
(2003: 417). Another organisation demonstrated an unclear function and
path of the apprenticeship, which weakened the learning process, even when
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the apprentice was allegedly given the opportunity to participate in a new
community of practice within the company (Fuller & Unwin, 2003: 417).
Both these companies presented a learning horizon for apprentices, which
were truncated by the lack of opportunities built into their apprenticeships to
belong to communities outside the organisation. Here the apprentices were
deprived by being engaged as novices to companies where there was no
tradition of apprenticeship prerequisite (Fuller & Unwin, 2003: 417). This
means that the learning opportunities in these two companies have been
restricted.
Organisational politics is also linked with the issue of trust. Trust
often affects the behaviour of individuals, and employees are more likely to
be suspicious of the intentions of others if they work in a low trust climate
(Othman, 2008: 45; Poon, 2003: 142; Zaleznik, 1971: 58). This results in
informal highly political behaviour. In addition, Cropanzano & Li (in
Vigoda-Gadot & Drory, 2006) state that political climate can have negative
consequences even for those who are not directly affected by the primary
political activity (2006: 146). This is because according to Vigoda’s (2002)
study, politics create anguish which in turn generates violent behaviour,
causing more anguish among colleagues (in Vigoda-Gadot & Drory, 2006:
146). Some individuals tend to be more highly political than their
counterparts due to differing characteristics. Curtis (2003) mentions the
‘Machiavellianism’ and ‘locus of control’ as examples of particular
characteristics of highly political individuals (2003: 293). People who tend
towards Machiavellianism are portrayed as being rational rather than
sensitive, do not value camaraderie, and like to manoeuvre others and lie in
order to accomplish personal objectives (Rosen et al, in Vigoda-Gadot &
Drory, 2006: 32). Other writers comment that organisations often become
crippled by these so called organisational politics or ‘workplace toxins’ as
referred to by Chircop (2008: 9). In her article, Chircop argues that leaders
with awareness of and expertise in the management of workplace politics are
needed.
Conclusion
Provis (in Vigoda-Gadot & Drory, 2006) argues that the ‘unitary’
notion of organisations affirms that the members of an organisation work
towards common goals and objectives in a pleasant setting wherein political
action can be seen as anomalous (2006: 95). This may not be the case since
organisations are a combination of various individuals and a plurality of
interest groups (Smith, 2001), and thus internal politics may be a natural
thing. Of course, one cannot ignore the possibility that people with certain
personality types are more likely to engage in organisational politics, such as
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those with Machiavellian orientations and those with a ‘grand’ need for
power (Curtis, 2003: 293). In addition, Lawrence et al (2005) argue that
employees need to be appropriately politically skilled in order for ideas to
flow from one process to another. This may be seen as a positive effect.
Lawrence et al (2005) also argue that managers must understand that
organisations need active actors who are willing to engage in political
behaviour that pushes ideas forward (Lawrence et al, 2005: 190).
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... Therefore, organisational politics can either be positive or negative. Positive organisational politics may provide bases for competitive advantages, especially when people are appropriately politically skilled, positive politics is mainly visible when individuals know how to use positive influencial behaviour and strategies and evade negative behaviour (Cacciattolo, 2015). Other Positive effects of organisational politics was further advanced by Cacciattolo (2015) which include carrier advancement, recognition and status, enhanced power and position, attainment of personal and organisational goals, successful accomplishment of job or policy implementation and feelings of achievement, ego, control and success. ...
... Positive organisational politics may provide bases for competitive advantages, especially when people are appropriately politically skilled, positive politics is mainly visible when individuals know how to use positive influencial behaviour and strategies and evade negative behaviour (Cacciattolo, 2015). Other Positive effects of organisational politics was further advanced by Cacciattolo (2015) which include carrier advancement, recognition and status, enhanced power and position, attainment of personal and organisational goals, successful accomplishment of job or policy implementation and feelings of achievement, ego, control and success. On the other hand (Schneider, 2016), sees organizational politics, as a source of stress and dissatisfaction among employees because it affects the performance of an employee at work. ...
... Therefore, whilst people may be present at the place of work, their mind could be elsewhere and may lack concentration. Studies that focus on the notion that organisational politics refers to the strategic behaviour that promotes self-interest, offer a negative image of workplace politics, and thus individuals continue to enforce their negative perspective of organisational politics (Cacciattolo, 2015). ...
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... These include justice, workplace politics, and workers' job satisfaction. It has been revealed that organizational politics is inevitable in all workplaces because it provides informal processes of conflicts and cooperation in workplaces which also impact the employees' performances (Vigoda-Gadot & Drory, 2006in Cacciattolo, 2015. This concept is considered to have positive and negative effects on both the organization and the workers therein (Othman, 2008). ...
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Full-text available
  • Dec 2022
This study aimed at examining the effect of perceived political behavior on employees’ turnover intention. Additionally, the study aimed at investigating whether emotional exhaustion mediates the effect of political behavior on turnover intention. The population of the study was the four- and five-star hotels in Alexandria. Due to the small number of population size, all hotels were included. The self-administrated questionnaire was used to collect the required data. The total number of collected questionnaires was 118 questionnaires, only 105 were valid for the statistical analysis. The results revealed that employees’ political behavior perception has a significant positive effect on their turnover intention as well as emotional exhaustion. Moreover, emotional exhaustion was found to have a significant positive effect on turnover intention. Furthermore, the study results pointed out that emotional exhaustion partially mediates the effect of perceived political behavior on employees’ turnover intention. According to the results, some recommendations were directed to hotel practitioners to help adjusting employees’ political behavior and minimizing emotional exhaustion in order to diminish turnover intention.
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... Therefore, whilst people may be present at the place of work, their mind could be elsewhere and may lack concentration. Studies that focus on the notion that organisational politics refers to the strategic behaviour that promotes self-interest, offer a negative image of workplace politics, and thus individuals continue to enforce their negative perspective of organisational politics (Cacciattolo, 2015). ...
Organisational Politics and Consequences: A Case study of Federal Inland Revenue Service offices in Borno and Yobe State of Nigeria
Article
Full-text available
  • Oct 2022
An unfriendly and unfair working environment is a citadel for psychological withdrawal behaviour by employees in anorganisation. Employees' and organisational performance can be impaired by a hostile working climate. Working climate strongly influences the effectiveness of the entire system in an organisation. A favourable working environment is a key to performance enhancement both at the individual and corporate levels. This study is on factors that trigger organizational politics. Thestudy also determines how politics in place of work influences employees' behavioural withdrawal as consequence. The study collected data through the administration of structured questionnaires from a sample of 77 Federal Inland Revenue Services employees in Borno and Yobe state, Nigeria; SPSS version 25 and SEM AMOS were used to test the study's hypotheses. The results from the study indicated that organisations with a diversified Manpower and frequent relationship conflicts among employees have a high possibility of organizational politics occurrence. The study found a relationship between theincrease in behavioural withdrawal among employees and workplace politics. The study recommended that managers and captains in the organization identify and manage political tactics to avoid withdrawal behaviour.
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... Organizational politics is described as an individual's deliberate actions aimed at furthering his or her personal self-centeredness although ignoring well-being of the organization in which he or she works (Kapoutsis, 2016). Such efforts are frequently 225 unseen outer the organization's rulebooks and conventions, on the other hand they have an impact on the administration's procedures as well as progressions (Cacciattolo, 2015;Drory & Vigoda-Gadot, 2010;Landells & Albrecht, 2017). Politics prevailing in organizations is conducted to accomplish private aims and comforts, safeguard and grow one's certified status, get possessions or leads commencing the organization (Butt, Imran, Shah, & Jabbar, 2013;Kapoutsis, 2016;Landells & Albrecht, 2017). ...
Understanding the Role of Ethical Leadership and Workplace Conflicts a Mediation Moderation Model: A Time-Lagged Study
Article
Full-text available
  • Jun 2022
Drawing on Social Learning Theory and Conservation of Resource Concept this research mediation moderation model was supported by a study which is conducted from multiple sources and a study conducted in three-waves in Pakistan. Workplace Conflicts and Ethical Leadership ideas are developed and brought together by these results. This exploration inspected the character of Ethical leadership happening in workplace conflict circumstances. Explicitly, ethical leadership remained prophesied on the way to construct members’ resolution efficacy and consequently upsurge members’ capability to agreement through conflict state of affairs (i.e., relationship and task conflicts) concerning in the workplace political scenarios. We gathered information from a variety of sources, including employees and their direct managers in several Pakistani organizations. The current study employed the survey approach. This study shows a negative relationship between ethical leadership and relationship conflict and task conflicts. Moreover, this study also shows, resolution efficacy plays a role as a mediator between Ethical Leadership and relationship conflict as well as task conflicts. Furthermore, shows that Perception of Politics plays a role as a moderator in the relationship between Resolution Efficacy and Relationship Conflicts as well as task conflicts. Ethical leadership activities possibly will improve employee conflict resolution efficacy, implying that concluded the solicitation of ethical leadership social learning philosophies, leaders may be critical in creating a work environment that morally encourages and fosters employees' conflict resolution efficacy.
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... The existence of organizational politics can be seen in every organization but the level of it varies. It is used to achieve personal interests and goals, protect or enhance one's own professional career and gain advantages / resources from the organization (Kapoutsis, 2016); (Landells & Albrecht, 2016); (Cacciattolo, 2015). ...
To Fill the Bridge between Envy and Employee Work Outcomes through Motivation
Article
  • Dec 2021
In pursuit of adding to the body of knowledge, this research aimed to find out the effect of Envy on Employee Outcomes with the mediating role of motivation. Envy was categorized as Benign Envy being positive and Malicious Envy being negative. Composite variables of negative and positive employee outcomes were made such that Impression Management and Organizational Politics made Negative Employee Outcomes while OCB and Job Satisfaction made Positive Employee Outcomes. A sample of 271 respondents working in the Education Sector of KP was selected using convenience sampling. Two separate models were made (Model A and Model B) using model 4 of Andrew F. Hayes mediation models for the PROCESS macro for SPSS v. 2.16.3 and analyses were made using the same macro for SPSS to check for mediation among variables. Model A tested for mediation of motivation in relationship between Malicious Envy and Negative Employee Outcomes. Model A was overall significant with partial mediation caused by motivation with an indirect effect of Malicious Envy on Negative Employee Outcomes. In Model B, Benign Envy predicting Positive Employee Outcomes was insignificant, Benign Envy Predicting Motivation was also insignificant, while in accordance to the Equity Theory, Benign Envy and Motivation together predicting Positive Employee Outcomes was significant. Sobel's test for both the models was insignificant, showing that neither model had complete mediation.
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... Thus, managing organizational politics to a healthy level may help individual work performance. Though many scholars have discovered the negative effect of organizational politics, the current study indicates that organizational politics is not necessarily negative or is not inherently negative (Cacciattolo, 2015). Organizational politics can be positive and can be negative (Othman, 2008: 44). ...
The effect of organizational politics on the individual work performance
Article
Full-text available
  • Mar 2022
he study aimed to examine the effect of organizational politics on the individual work performance ofemployees. To support the study, literature was reviewed and theories were identified and explained.It was carried out following research methodology in terms of research design, population, the localeof the study, research instruments and statistical treatment of data. The study found that theorganizational politics of the institution is at a moderate level and the individual work performancewas also at a moderate level. It is further found that there is a significant correlation betweenorganizational politics and individual work performance. Thus, it is concluded that organizationalpolitics is a significant predictor of organizational performance. The study found that a moderate levelof organizational politics affects individual work performance positively and therefore it confirms thefinding of other studies that organizational politics is not inherently bad or negative (11) (PDF) The effect of organizational politics on the individual work performance. Available from: https://www.researchgate.net/publication/359410677_The_effect_of_organizational_politics_on_the_individual_work_performance [accessed Apr 19 2022].
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Exploring Impression Management in an Organizational Setting
Article
Full-text available
  • Jun 2014
Impression management is the planned tendency of the individuals to behave in order to create and develop an image of themselves in the minds of others. Variety of IM tactics are expressed by employees to gain the attention of the superiors, co-workers and customers. The conceptualisation of impression management is gaining a positive attention among organizational researchers. This study is an attempt to probe the impression management tactics prevailing among banking professionals in the Indian context. Reliability co-efficient of the instrument is determined. Data obtained from 77 respondents through questionnaires is analysed and the results are revealed. Implications and future scope for research is discussed.
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Overcoming Emotional Barriers, Political Obstacles, and Control Imperatives in the Action-Science Approach to Individual and Organizational Learning
Article
  • Mar 2003
6The action-science approach to individual learning and organizational change has highlighted the possibility and significance of "douhle-loop" transformational change. Here. 1 expand the action-science framework (Argyris & Schon, 1974, 1978) in two ways. I first identify three sources of barriers that may fundamentally constrain the effectiveness of the action-science approach: (1) emotional barriers. (2) political obstacles, and (3) managerial control imperatives. Second, drawing from theories of emotion, organizational power and politics, and institutional change. I suggest three ways to overcome each barrier: (1) up-building positive affect (2) leveraging opposing forces, and (3) bringing external legitimacy into the organization.
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Handbook of Organizational Politics
Book
  • Jan 2006
This exciting Handbook offers a broad perspective on the intriguing phenomena of power, influence and politics in the modern workplace, their meaning for individuals, groups and other organizational stakeholders, and their effect on organizational outcomes and performances. The contributors illustrate the fact that organizational politics has many facets and definitions, all relating to the use of personal or aggregate power in influencing others and better achieving goals in the workplace. However, politics in organizations is difficult to study as neither employees nor management are keen to divulge the political secrets and dynamics that help them to promote their own ideas and goals and to advance in the workplace. In the face of this challenge, the Handbook presents a comprehensive collection of original studies and theoretical discussions from across the globe.
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Organisational politics: The role of justice, trust and job ambiguity
Article
  • Mar 2008
Studies on organisational politics have identified a number of antecedents of perception of organisational politics. One variable that has generated some interest as an antecdent of perception of organisational politics is justice. However, there have been limited studies of this relationship. This paper posits that the lack of justice can create a perception of organisational politics. It is argued that the lack of justice undermines trust and subsequently leads to political behaviour. This study examines how justice is related to other antecedents of perception of organisational. politics and how this relationship affects intention to quit. Using data from a firm in a turnaround process, this study found evidence to support the hypotheses proposed.
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What Do Successful Managers Really Do? An Observation Study of Managerial Activities
Article
Rather than evaluate managers on the basis of activities traditionally prescribed for success, an observation study was conducted to determine empirically which activities successful managers actually perform. Trained participant observers recorded the behaviors of 52 managers in three diverse organizations-a state department of revenue, a medium-sized manufacturing plant, and a campus police department-over a two-week period. In analyzing the data collected, the authors measured success by using a promotion index of level over tenure and by considering the top managers of each organization to be successful. Regression analysis found that two activities were significantly related to managerial success: interaction with outsiders and socializing/politicking. Further comparative analysis of managers ranked in the top and bottom thirds indicated that successful managers exhibited more behaviors related to conflict management, and comparisons of top-level managers with those in the middle and first levels indicated that successful managers exhibited more behaviors related to decision making and planninglcoordinating. The study found that some of the activities of the successful managers apparently depended upon the type of organization in which they worked.
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