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Publisher: Core Research Foundation
©Copyright 2022, CRF- International Conference on Management, Education and
Emerging Technology, Jakarta, Indonesia.
No part of this book can be reproduced in any form or by any means without prior
written Permission of the publisher.
This edition can be exported from India and only by publisher
1
CRF is hosting the MEET-22 International Conference on Management,
Education and Emerging Technology, Jakarta, Indonesia. The main objective is
to grant the amazing opportunity to learn about ground breaking developments in
modern industry, talk through difficult workplace scenarios with peers who
experience the same pain points, and experience enormous growth and
development as a professional. There will be no shortage of continuous
networking opportunities and informational sessions. The sessions serve as an
excellent opportunity to soak up information from widely respected experts.
Connecting with fellow professionals and sharing the success stories of your firm
is an excellent way to build relations and become known as a thought leader.
I express my hearty gratitude to all my Colleagues, Staffs, Professors, Reviewers
and Members of organizing committee for their hearty and dedicated support to
make this conference successful. I am also thankful to all our delegates for their
pain staking effort to travel such a long distance to attain this conference.
Darshan Surya Sahu
Research Head
Core Research Foundation
Acknowledgement
2
Dear Reader,
With great pride and privilege, we present the conference proceedings of MEET
– 22 International Conference on Management, Education and Emerging
Technology, Jakarta, Indonesia, 22nd October, 2022. These Proceedings for the
conference provide a platform to highlight of the valuable research ideas
presentation facilitated at the virtual conference. The proceedings reflect a
combination of presentations featuring empirical research and the practical
application within the field of Management, Education and Emerging
Technology. As editor, we extend our gratitude to all stakeholders including, but
not limited to the board of directors, members, sponsoring partners, and authors.
We are grateful to you for without you, this conference proceedings would not
have existed.
To the authors, we appreciate your efforts towards your research and choosing
this platform, we wish you all the very best for your future endeavours and hope
your ideas can aid to betterment of society.
To the board of directors, we say thank you for your vision to institute such an
endeavour and the entrusting us the opportunity to compile and edit the conference
proceeding.
To the organizing team, we acknowledge your hard work and dedication to bring
every aspect of the conference to act and to successfully coordination of the
conference. Wish to be a part of such wonderful team in future also.
Dr. Jackie Domondon Urrutia
Editor in chief
Editorial
3
This Book represents the proceedings of the MEET-22 International Conference
on Management, Education and Emerging Technology. This edition of conference
is called in Jakarta, Indonesia. Due to COVID 19 Pandemic we will be hosting
this conference on hybrid mode. It is our pleasure to have Dr. Pornlapas
Suwannarat and Dr. Ace C. Lagman as our session chair and Dr. Ir. Bambang
Sugiyono Agus Purwono as Our Co-Chair and the opening keynote address will
be given by Dr. Arli Aditya Parikesit on “The Role of Bioinformatics Study
Program in the Progress of Life Sciences”, followed by keynotes of Dr. Grace
Citra Dewi on “The Effect of the Social Media Marketing and Brand Creditability
toward Customer Attitude of GOJEK Online Public Transportation System”, Dr.
Yannakorn Toprayoon on “Sustainable Entrepreneurship at the sub-district
administrative organization level”, Dr. Jackie Domondon Urrutia on “The
Philippine’s Research University”, Prof. Dr. Erry Yulian T. Adesta on " Predicting
the future by looking at the trends on emerging technology". This conference is
AIM to set a collaborative goal for finding of new dimensions in research field,
ICMEET is bound to serve as a platform that facilitates the deliberation of the
challenges involved in the practical implementation of all the most advanced
knowledge produced in the fields of Management, Education and Emerging
Technology. It brings together wide range of stakeholders involved with the
challenges of Management, Education and Emerging Technology and plays a
greater platform to address the challenges through knowledge sharing. A great
range of Management, Education and engineering Articles received across the
world will be ensure a good learning session. I hope you have an interesting and
knowledge gaining conference.
Preface
4
MEET-22
International Conference
on
Management, Education and
Emerging Technology
Keynote Speaker
5
Dr. Arli Aditya Parikesit
Vice Rector of Research and Innovation
International Institute for Life-Sciences
Indonesia
Message
Dear Colleagues and Leaders,
I am happy to extend this invitation to you on behalf of the organizing
committee for the International Conference on Management, Education and
Emerging Technology (MEET) Conference 2022 in Jakarta. It is a pleasure to
oversee this hybrid conference to unravel, as a gesture of our effort to adapt in the
new normal of COVID-19 pandemic.
The MEET Conference is a tremendous forum for sharing knowledge,
networking, innovations, original ideas, and teamwork in various fields. We
believe that this venue can provide young researchers and bright minds with the
brightest future and greater chances in the connected sector. As a life scientist, I
believe that many recent developments in this area have reached an unprecedented
trajectory. Novel fields of study, such as bioinformatics and biomedical
informatics, are there to support the data curation of life sciences labs. Moreover,
existing studies such as biotechnology are catered toward a more sustainable
direction. Recent advances in biomedicine, such as the mRNA vaccine and
genome surveillance, has enabled us to survive the ongoing challenges of COVID-
19 pandemic. Those aforementioned developments will not occur if young minds
in science don’t have a platform to express their ideas.
In the end, let's work together to change what is in our power to alter and for the
sake of the Next Generation of Humanity, this World, and the Future of this
World. Our combined actions have the capacity to alter the course of events,
especially toward a more sustainable way of life. Friends, let's join in this Event
and live up to their expectations in providing a platform for young minds.
Warm regards,
Arli Aditya Parikesit
Guest Speaker – MEET – 22
6
Dr.Jackie Domondon Urrutia
Professor IV Research Management Office
Polytechnic Universityz of the Philippines
Philippines
Message
I am greatly honored to be one of the Keynote Speakers in the 3rd International
Conference on Management, Education, and Emerging Technology. This hybrid
conference organized by the Core Research Foundation is another milestone in
the global research industry for it opens new avenues of opportunities for both
novice and experienced researchers. MEET is more than a forum for the
discussion of discoveries, inventions, and innovation for it bridges
transdisciplinary research works across different parts of the world.
As we continuously face the new realities shaped by the COVID-19 pandemic
episodes, the manner and matter of doing research create shifts from our previous
paradigms. Our limitations for face-to-face conferences gave birth to alternative
modes of meeting of the minds that offer countless possibilities for building
research networks and for making new friends. Beyond this one-day gathering for
research exchanges and publication opportunities, our participants would
appreciate how this can also be a start of new beginnings in their research careers.
This is the best time to establish connections with people whom we share common
research interests or complementary research skills that would ignite bigger and
better projects for our respective communities.
Let us reimagine how research can be more productive and relevant to the ever-
changing needs of people and environment. In MEET, we are bound to rediscover
how our potentials can be maximized. Make this moment count as we indulge in
the information-rich presentations from the Keynote Speakers and insightful
discussions with other paper presenters and participants. With the sustained focus
and determination in bringing about change to others’ people’s lives through
research, we can be assured that we become valuable contributors to the lifelong
search for truths.
Congratulations to the organizers, partners, and participants of the 3rd
International Conference on Management, Education, and Emerging Technology.
Dr. Jackie Domondon Urrutia
Keynote Speaker – MEET-22
7
➢ Dr. Munshi Muhammad Abdul Kader Jilani
Assistant Professor of Human Resource Management, Bangladesh
Institute of Governance & Management (BIGM), University of Dhaka
(Affiliated), Bangladesh.
➢ Dr. Muhammad Uhaib As'ad
Lecturer, Faculty of Social and Political Science, Islamic University of
Kalimantan, Indonesia.
➢ Dr. Jackie Domondon Urrutia
Professor IV, Research Management Office, Polytechnic University of
the Philippines, Philippines.
➢ Dr. Pornlapas Suwannarat
Associate Professor, Department of Management, Kasetsart Business
School, Kasetsart University, Thailand.
➢ Dr. I Made Putrawan
Professor,Research Methodology, Ecology, and Environmental
Education and Management, Universitas Negeri Jakarta, Indonesia.
➢ Dr. Ir. Bambang Sugiyono Agus Purwono
Member of WSSET, University of Nottingram, UK – Indonesia.
➢ Dr. Glenn R. Andrin
Dean, Graduate School, St. Paul University Surigao, Philippines.
➢ Dr. Manuel E. Caingcoy
Assistant Professor IV, Chairperson, Secondary Education Programs,
College of Education, Bukidnon State University, Philippines.
➢ Dr. Michael G.Albino
Faculty, College of Communication and Information Technology,
Ramon Magsaysay State University, Philippines.
➢ Dr. Malik Jawarneh
Associate Professor, Information Science, Faculty of Computing
Sciences (FCS), Gulf College, Muscat – Sultanate, Oman.
➢ Dr. Alfe M. Solina
Associate Professor IV, Chairperson Management Department, Cavite
State University - Imus Campus, Philippines.
➢ Dr. Massudi Mahmuddin
Organizing Committee
8
Associate Professor,University Utara Malaysia, Malaysia.
➢ Dr. John Irish G. Lira
Professor, Graduate School, National University Philippines,
Philippines.
➢ Dr. Yannakorn Toprayoon
The Association of Researchers of Thailand, Thailand.
➢ Dr. Veena Hada
Head and Professor of Journalism & Mass Communication, Institute of
Management Studies (affiliated to CCS University, Meerut), India.
➢ Dr. Ahmad Rasmi Albattat
Associate Professor, Post Graduate Coordinator (Hospitality, Events,
Tourism), Management and Science University, Malaysia.
➢ Dr. Albert Efendi Pohan
Faculty of Education, University of Riau Kepulauan, Indonesia.
➢ Dr. Anjali Singh
Associate Professor, Faculty of Management Studies, Manav Rachna
International Institute of Research and Studies, India.
➢ Dr. Hazhar Talaat Abubaker Blbas
Lecturer, Department of Statistics, University of Salahaddin, Iraq.
➢ Dr. Sheryl ‘Sharima’ Renomeron-Morales
Associate Professor, Faculty Researcher at the Research Management
Office, Polytechnic University of the Philippines, Philippines.
➢ Dr.Marion A. Cresencio
Associate Dean, Graduate School, Polytechnic University of the
Philippines, Philippines.
9
Index
Sl. No
Paper Title
Author
Page
Number
1
The Effect of the Social
Media Marketing and
Brand Creditability toward
Purchase Intention of
GOJEK Online Public
Transportation Systeo
• Grace Citra Dewi
13
2
Analysis of The Effect of
Types and Dosages of
Coagulants on Phosphate
and Fatty Oil in Liquid
Waste from Motor
Vehicles Wash
• Yusriani Sapta Dewi
21
3
Success for Tomorrow’s
Pathways
• Alan Tupicoff
• Jeff Dutton
32
4
Increasing the Capacity
Building of UNJ Labschool
Educators in Facing
Educational Changes in
Accordance with the
Challenges of The Times
and Government Policies.
• Achmad Sofyan Hanif
• Uswadin Usman,
Suparno Sastro
• Yati Suwartini
38
5
Stock Accuracy Analysis
in Warehouse: A Daily
Cycle Calculation Based
on ABC Method
• Eric Hermawan
• Resista Vikaliana
• Rifan Indra Setiawan
• Irwansyah
48
6
Reviewing The Charity
Model Church to Disability
Toward Disability
Liberation In Indonesia
• Imanuel Teguh
Harisantoso
• Yosep Heristyo Endro
Baruno
• Bambang Sugiyono Agus
Purwono
59
7
Effect between Service
Quality, Trust, and
Leadership toward
• Bambang Sugiyono Agus
Purwono
65
10
Inpatient Satisfaction in
Community Medical
Center, Lawang Municipal,
South Sumatra, Indonesia
• Mochammad Jasin
• Imanuel Teguh
Harisantoso
• M. Fahim Tharaba
• Ali Nasith
8
Utilization Of Selected
Quality Control Tools in
Identifying Problems And
Effectiveness Of
Operational Procedures Of
Cold Storage Warehouses
• Rommel B Joseph
• Lynly Palma – de la
Cuesta
76
9
Strategic Business
Intelligence Through
Cloud-Based Risk
Management Information
System
• Alyn Joy D. Baltazar
MSIT
• Paulino H. Gatpandan,
DIT
• Mengvi P. Gatpandan,
DIT
• Atty. Rudolph Val F.
Guarin
105
10
Towards the Development
of a Career Path
Recommender System for
Senior High School in
Selected Public Schools
using Multi-Label
Classification
• Abelardo T Bucad
• Mengvi P. Gatpandan
114
11
Automated Data Labeling
for Document Security
Categorization and
Prevention: An Application
Of Text And Data Mining
• Denver Jhon Calantoc
• Daniel D. Dasig Jr
127
12
Impact of Perceptions of
Organizational Politics on
Job Burnout and Job
Performance among Thai
Police Officers
• Waiphot Kulachai
136
13
Linkage between servant
leadership, trust in
• Patipol Homyamyen
153
11
supervisors and employee
engagement among Thai
police officers
• Waiphot Kulachai
14
Implementation of
Education and
Management Skills in Al
Kaaf Orphanage
Foundation
• Ali Nasith
• M. Fahim Tharaba
• M Padil
• Abdul Bashith
• Bambang Sugiyono Agus
Purwono
175
15
The influences of the
Brand image, Customer
perceived value, and
Customer satisfaction on
Re-purchases of Sasha
Inchi bean tea
• Sipnarong
Kanchanawongpaisan
181
16
Analysis of the Role of
Government and
Community in Managing
Mangrove Vegetation at
Ecomarine Muara Angke
For Sustainable Coastal
Ecosystem
• Adelina
• Diana Vivanti Sigit
• Achmad Husen
193
17
Microclimate Impact on
Noise Reduction
• Utami Retno Pudjowati
• Burhamtoro
• Eko Naryono
• Bambang Sugiyono Agus
Purwono
199
136
Impact of Perceptions of Organizational Politics on
Job Burnout and
Job Performance among Thai Police Officers
Waiphot Kulachai
Suan Sunandha Rajabhat University, Bangkok, Thailand
Abstract
The research aims to study the influence of perceptions of organizational politics
on job burnout and job performance of police officers. Questionnaires was
employed as a tool to collect data from a sample of 572 police officers who
attended the Commander, Superintendent, and Inspector Courses conducted by
Police Education Bureau, the Royal Thai Police. The data were analyzed using
structural equation modeling techniques. The results showed that perceptions of
organizational politics had a positive influence on job performance and job
burnout. In addition, jo burnout had a negative influence on job performance.
Suggestions and recommendations are discussed in this paper.
Keywords: Organizational politics, job burnout, job performance, Thai police
1. Introduction
Nowadays, the image of the Royal Police in the public eye is very evident due to
discrimination against offenders of different social statuses. As can be seen on
social media, there has been widespread criticism of the work of police officers
over cases that are hot topic in society. One of the reasons people have a negative
attitude towards police officers and the Royal Thai Police is due to performance
that does not meet the principles of equal justice that the public perceives and
touches. If a police officer performs his or her job properly, completely, quickly,
and on a proper budget, it shows that the police officer has a good performance
(Were, Gakure, Kiraithe, & Waititu, 2013).
Politics in the organization is one of the key factors that directly affects the mental
state of the police officers in achieving the goals of work. Organizational politics
is what happens and exists in all organizations, whether government or private.
Since organizations are a hotbed of diverse and diverse people, chaos and conflict
are common. As the saying says, "Where there are people, there will be benefits."
People in the organization can be both coordinators in general events, and at the
same time be competitors or enemies to win both tangible and intangible rewards
137
(Farrell & Peterson, 1982) . Therefore, people in the organization are both
collaborative and competitive colleagues to compete for resources. Conflict is
inevitable in the organization. Therefore, the organization should take measures
to prevent negative impacts on the performance of employees in the organization
(Vigoda, 2000).
According to studies by academics over the past 10 years, organizational politics
has been a factor that affects job satisfaction (Harris, Harris, & Harvey, 2007;
Miller, Rutherford, & Kolodinsky, Wiltshire, Bourdage, & Lee, 2014), wage
satisfaction (Harris, Harris, & Harvey, 2007), job stress (Harris, Harris, & Harvey,
2007; Miller, Rutherford, & Kolodinsky, 2008; Wiltshire, Bourdage, & Lee,
2014), intentions to leave (Harris, Harris, & Harvey, 2007; Miller, Rutherford, &
Kolodinsky, 2008; Karatepe, 2013; Mishra, Sharma, & Swami, 2016),
organizational commitment (Miller, Rutherford, & Kolodinsky, 2008; Rahman,
Hussain, Hussain, Haque, 2011; 2013), good organizational citizenship behavior
(Chang, Rosen, Siemieniec, & Johnson, 2012), anti-operational behaviour
(Wiltshire, Bourdage, & Lee, 2014), impression management behavior
(Wiltshire, Bourdage, & Lee, 2014), job anxiety ( Mishra, Sharma, & Swami,
2016) . In addition, perceptions of politics in organizations also affect the
performance of people in the organization. (Rahman, Hussain, & Haque, 2011;
Karatepe, 2013).
Job burnout is considered to greatly affect the performance of people in the
organization because whenever a person feels tired, discouraged, lacks the
dedication of both physical and mental strength to work at their best, so the
performance does not meet expectations or defined results, which, according to
some scholarly studies, shows a negative correlation between job fatigue and
performance (Yavas, Babakus, Karatepe, 2013; Taris, 2006; Bakker, & Costa,
2014; Rahim, & Cosby, 2016). This means that if a police officer is very fatigued
on the job, it will result in poor performance. It is not possible to enforce the law
to take full care of the order of society. At the same time, perceptions of politics
in the organization are factors that can cause fatigue in people in the organization
(Schermerhorn, Hunt, Osborn, & Uhl-Bien, 2011; Sharma & Cooper, 2016).
Past research has shown that perceptions of politics in organizations, is important
factors that affect the performance of people in the organization. However, there
is still not much research that studies the impact of perceptions of organizational
politics and job burnout on the performance of Thai police officers. Hence,
researchers are interested in studying the issue to learn more about the issue and
to recommend the findings to the relevant authorities to formulate policies and
improve the performance of police officers.
Perceptions of Organizational Politics
138
Daft (2001) said that politics is invisible to the naked eye or exposed, but politics
is a hidden thing within an organization that is difficult to notice in a systemic
way, as well as a complex situation with no clear explanation. Some see politics
as an element of every organization. Organizational politics also shaped the
organizational culture, which Buhler (1994) said sometimes involved people in
politics or unknowingly used political tactics. Especially those who play political
games in organizations that have potential, often do not know that they are playing
a political role in the organization. For this reason, scholars provide the definition
of organizational politics in a rather diverse manner (Vigoda, 2000). Luhman and
Cunliffe (2013) explained that organizational politics refers to the behavior of
using the power of a person or group to obtain personal or group interests. Pfeffer
(1981) suggested that organizational politics is related to various activities in the
organization to obtain power, use of power, and acquire other resources.
Therefore, the politics of the organization involve the use of power to achieve
certain achievements, including activities that expand the power or scope of power
of individuals in the organization. In addition, Valle (2006) described
organizational politics as the art of having influence or exercising dexterity in an
organization to make other people do what we want. Therefore, the use of good
powers is to accumulate and use that power effectively and to good effect on the
organization. In this study, we concluded that organizational politics is associated
with the use of the power of individuals or groups to exploit and preserve the
interests of themselves and groups within the organization.
Perception of organizational politics is based on the concept of Ferris and Kacmar
(1992), who defined it as the level of views of employees towards the working
environment as inherent politics. Chang et al. (2009) explained that organizational
politics refers to inaccurate or unacceptable recognized behaviors that individuals
express in pursuit of their best interests. Hence, the perceptions of organizational
politics in this sense refers to the views of employees who perceive the unwanted
behavior of people in the organization, expressed for their own benefit.
Meanwhile, Vigoda (2000) said that research studies on perceptions of
organizational politics are based on Lewin concepts (1936) that indicate how
people will respond to reality perceptions. Therefore, understanding the politics
of the organization should understand what people think, not understand what is
happening.
According to perception of organizational politics based on the concept of Ferris
and Kacmar ( 1992), it refers to the level of view of employees towards the
working environment as an inherent politics. Political perception is therefore
based on how a person interprets their perception of another person's events or
behavior (Byrne, 2005), but the employee's response to any perception of truth is
139
not true by itself. A measure of political perception requires careful study.
However, Ferris and Kacmar (1992) designed the perceptions of organizational
politics scale (POPS), which is recognized and used as a model for widespread
study of organizational politics.
Perceptions of Organizational Politics and Job Burnout
Schermerhorn, Hunt, Osborn, and Uhl-Bien (2011) explained that job burnout
means losing interest and losing job satisfaction due to stressful working
conditions. When a person having job burnout, the person feels fatigued,
exhausted both physically and mentally, and is unable to do a responsible job, and
in extreme cases, there may assault on a colleague or commit a crime at work.
Ivancevhich, Konopaske and Matteson (2014) added that job burnout is a
psychological process that occurs because work stress is not relieved. As a result,
persons feel exhausted, loses themselves and feel unsuccessful in the job, so
indicators of job fatigue can be measured by three key indicators. These are
emotional exhaustion, depersonalization, and low personal accomplishment.
Bakker and Costa (2014) found that job burnout, not only affects employee
performance, but also also affects increased employee absences or sick leave and
longer periods of leave. Wong and Laschinger's study (2015) found that job
burnout reduces employee engagement with the organization and higher intention
to quit. This is consistent with the results of the study by Knight and Leimer (2010)
that found that job fatigue was a direct influence on employees' intentions to quit
their jobs.
Bakker and Costa (2014) said that key factors affecting employee fatigue in the
job include: Situational factors and personal factors. Situational factors include
work claims, such as unclear roles, role conflicts, stresses in responsible roles,
events filled with stress, excessive workload, and work pressure. Personal factors
include, the characteristics of the important personality include, such as emotional
stability, socializing, adhering to principles, conciliatory personalities, self-
awareness, optimism, and self-esteem. It can be said that perceptions of politics
in organizations are an important factor in the stress of employees in the
organization. As Schermerhorn, Hunt, Osborn, and Uhl-Bien (2011) concluded,
stress affects many aspects of a person, such as job fatigue, physical health, and
mental health, resignation, malfunction, job accident, job dissatisfaction, low job
performance, and displaying behavior that goes against good morals. Sharma and
Cooper ( 2016) also found a positive relationship between perceptions of
organizational politics and job burnout. Hence, the first hypothesis was drawn as
follow: H1: Perceptions of organizational politics has a positive influence on job
burnout.
140
Perceptions of Organizational Politics and Job Performance
Employee performance refers to behavior or actions consistent with the goals of
the organization (McCloy, Campbell and Cudeck, 1994) . Eemployee’s
performance behavior can be measured by performance results, resignations,
sales, and quality and service. The success of a particular organization will require
the cooperation of employees, and employees must have good performance.
Shermerhorn et al. ( 2000) said a person's performance depends on personal
characteristics, efforts, and oorganizational support. Perception of politics in
organizations is a factor that affects employee performance. According to recent
scholars' studies, it found that if employees had a high level of perception of
organizational politics, they would have worse performance. In addition, the high
level of political awareness in the organization will cause employees to behave
against the operation (Wiltshire, Bourdage, & Lee,) and therefore refuse to fully
work for the organization. As a result, the employee has a worse performance.
The results of a study by Bodla, Afza and Danish (2014) conducting on a sample
of 1,163 people found that perceptions of social exchange were a central variable
in the relationship between perceived politics in the organization and employee
performance. Several studies also found a negative relationship between
perception of organizational politics and job performance (Valle & Perrewe, 2000;
Vigoda-Gadot, 2003; Treadway et al., 2005; Vigoda-Gadot & Drory, 2006;
Rizwan, 2011; Abbas & Awan, 2017; Haroon, Hussain, & Nawaz, 2017; Albloush
et al., 2019; Park & Lee, 2020; Shrestha, 2021). The second hypothesis was
proposed as follow:
H2: Perceptions of organizational politics has a negative influence on job
performance.
Job Burnout and Job Performance
Job burnout not only affects job satisfaction, intention of quitting your job,
organizational commitment, it also influences the performance of employees in
the organization (Rahim, & Cosby, 2016). The results of the study conducted by
Yavas, Babakus and Karatepe (2013) found that job burnout negatively affects
both job performance and performance in addition to normal work. Hence,
executives should focus on the personality of applicants during the recruitment
and recruitment process. Recent studies also found a negative relationship
between job burnout and job performance (Kim et al., 2017; Prentice & Thaichon,
2019; Wu, Hu, & Zheng, 2019; Zaid, 2019; Akca, 2020). Then, the third
hypothesis was proposed as follow:
H3: Job burnout has a negative influence on job performance.
141
2. Methods
Participants
The participants of this study were 572 police officer attending inspector,
superintendent, and commander training courses held by Police Education
Bureau, the Royal Thai Police. Many respondents were men, accounting for
86.89%, while 68.18% of the sample are married. Considering the level of
education, 54.20% graduated with a bachelor's degree, while 41.43% graduated
with a master's degree or higher. About 60% of respondents held positions of
deputy inspector. About 38% conduct investigation and investigation duties and
approximately 30% percent perform preventive and suppression duties. The ages
of respondents were between 23 and 58 years old, with an average age of 44 years.
Measures
The perception of organizational politics ( POPS) consists of three dimensions:
general political behavior, go along to get ahead, and pay and promotion policies.
General political behavior ( GPB) is a measure consisting of two questions:
“people in your organization make progress for themselves by trampling on
others,” and “there's an influence group that no one wants to get involved in”. Go
along to get ahead ( GAGA) consists of four items. The samples are “expressing
an agreed with powerful individuals in the organization is the best way to work
here,” “the best way to work at this organization is to "do not spoil the sails", and
“sometimes it's better to talk to someone else about what he wants to hear than
telling him the truth.” Pay and promotion policies (PPP) consists of four items,
such as “your salary increase does not comply with the established policies,” “the
decision to increase your salary or promotion in your organization is inconsistent
with the established policies,” and “the promotion in your agency is not very
valuable because being appointed is a matter of internal politics.” Participants
were asked to express their opinion on a 5-point scale ranging from 1 (strongly
disagree) to 5 (strongly agree) . The Cronbach’s alphas of each dimension were
.875, .797, and .845 in that order indicating good reliability according to Konting
et al. (2009).
Job burnout (BO) consists of four items, such as “I feel my heart is tired from
work,” “I feels that I have completed my powers of day-to-day work,” and “I feel
tired of waking up early and coming to work.” Participants were asked to express
their opinion on a 5-point scale ranging from 1 (strongly disagree) to 5 (strongly
agree) . The Cronbach’s alpha of this measure was . 914 indicating excellent
reliability according to Konting et al. (2009).
142
Job performance (JP) consists of two dimensions: task performance (TP) and
contextual performance (CP). Task performance consists of two items, which are
“I can identify the main problems with the sub-problems in your work,” and “I
can work hard under a limited amount of time.” Contextual performance consists
of four items, such as “when there's an opportunity, I like to do tasks that challenge
my abilities,” “I always try to improve my work skills in line with the current
situation,” and “I can always come up with new ways to solve problems.”
Participants were asked to express their opinion on a 5-point scale ranging from 1
(strongly disagree) to 5 (strongly agree) . The Cronbach’s alphas of each
dimension were .796, and .716 in that order indicating good and acceptable
reliability according to Konting et al. (2009).
Analysis
There were three parts of data analysis: descriptive analysis, confirmatory factor
analysis, and structural equation modeling analysis. According to descriptive
analysis, mean and standard deviation were employed. Confirmatory factor
analysis (CFA) was employed to test whether measures of a construct are
consistent with theories. Finally, structural equation modeling (SEM) was
employed to test the hypothesis. Chi-square goodness-of-fit statistic and degree
of freedom, two absolute fit indices (GFI, RMSEA), one incremental fit index
(CFI), and one parsimony fit index (AGFI) are examined to check whether the
model fits with the empirical data. (Hair et al. 2010).
3. Results
Descriptive Analysis Results
Descriptive analysis was conducted using a statistical package for the social
sciences. Descriptive statistics, namely mean and standard deviation, were
employed to describe the characteristics of the data set. The results of this analysis
are illustrated in Table 1-3 as followings:
Table 1 Perceptions of organizational politics (POPS)
Indicators
Mean
SD
Descriptive level
General political behaviors
(GPB)
2.57
1.12
Low
Go along to get ahead
(GAGA)
3.24
.84
Moderate
Pay and promotion policies
(PPP)
3.64
.99
High
143
Total
3.15
.76
Moderate
Table 1 presents the list of the three indicators of perceptions of organizational
politics (POPS). The three indicators obtained an overall mean of 3.15 (SD = .76)
indicating as moderate. It suggests that the samples in the study perceived a
moderate level of POPS. When considering each indicator, it was found that
indicator with the highest average is pay and promotion policies (PPP) (Mean =
3.64, SD = .99) followed by go along to get ahead (GAGA) (Mean = 3.24, SD =
.84), and general political behaviors (GPB) (Mean = 2.57, SD = 1.12) respectively.
Table 2 Job burnout (BO)
Indicators
Mean
SD
Descriptive
level
I feel my heart is tired from work
(BO1)
3.40
1.12
Moderate
I feel that I have completed my
powers of day-to-day work (BO2)
3.21
1.08
Moderate
I feel tired of waking up early and
coming to work (BO3)
3.04
1.14
Moderate
I feel tired of working (BO4)
3.09
1.13
Moderate
Total
3.19
1.00
Moderate
Table 2 presents the list of the four indicators of job burnout (BO) . The three
indicators of the job burnout obtained an overall mean of 3.19 ( SD = 1.00)
indicating as moderate. It suggests that the samples in the study had a moderate
level of job burnout. When considering each indicator, it was found that indicator
with the highest average is BO1 ( Mean = 3.40, SD = 1.12) followed by BO2
(Mean = 3.21, SD = 1.08), BO4 (Mean = 3.09, SD = 1.13) and BO3 (Mean =
3.04, SD = 1.14) respectively.
Table 3 Job performance (JP)
Indicators
Mean
SD
Descriptive level
Task performance (TP)
3.90
.42
High
Contextual performance
(CP)
3.89
.43
High
Total
3.90
.42
High
144
Table 3 presents the list of the two indicators of job performance (JP) . The two
indicators of the job performance (JP) obtained an overall mean of 3.90 ( SD =
.42) indicating as high. It suggests that the samples in the study had a high level
of job performance. When considering each indicator, it was found that indicator
with the highest average is TP (Mean = 3.90, SD = .42) followed by CP (Mean =
3.89, SD = .43).
Confirmatory Factor Analysis Results
Figure 1 illustrated the result of CFA and overall fit details. The overall model
chi-square is 33.237 with 23 degrees of freedom. The p-value associated with the
result is .077. The value of root mean square error of approximation (RMSEA) is
.028. These values indicate additional support for model fit. The normed Chi-
square is 1.445 is considered acceptable fit for the CFA model. According to the
incremental fit indices, the comparative fit index (CFI) has a value of .996 which
exceeds the suggested cutoff values. In addition, the goodness of fit index (GFI)
and the adjusted goodness of fit index (AGFI) have the value of .987 and .975
respectively, which reflect model fit (Hair et al., 2010).
145
Figure 1. Confirmatory factor analysis results
Table 4 illustrates the standardized factor loadings, an average convergent
validity, and the construct validity. The lowest loading obtained is .57 linking
perceptions of organizational politics (POPS) to pay and promotion policies
(PPP) . All factor loadings were greater than the .70 standard except general
political behaviors (GPB) and go along to get ahead (GAGA), which have factor
loadings of .64 and .67 in that order. The average variance extracted (AVE)
estimates and the construct reliabilities are shown in the bottom of the table. The
AVE estimates range from 88.83% for perceptions of organizational politics
(POPS) to 96.30% for job burnout (BO) . All exceed 50% rule of thumb. The
construct reliabilities range from .9596 for perceptions of organizational politics
(POPS) construct to .9905 for Job burnout (BO). These exceed the .70 standard
which indicates adequate reliability (Hair et al., 2010).
Table 4 Standardized factor loadings, average variance extracted, and reliability
estimated
Dimension/Item
Standardized factor loadings
Perceptions of organizational politics (POPS)
General political behaviors (GPB)
.64
Go along to get ahead (GAGA)
.67
Pay and promotion policies (PPP)
.57
Job burnout (BO)
I feel my heart is tired from work
(BO1)
.79
I feel that I have completed my powers
of
day-to-day work (BO2)
.83
I feel tired of waking up early and
coming
to work (BO3)
.88
I feel tired of working (BO4)
.93
Job performance (JP)
Task performance (TP)
.86
Contextual performance (CP)
.72
Average variance extracted (AVE)
0.8883
0.9630
0.9538
Construct reliability (CR)
0.9596
0.9905
0.9762
Perceptions of organizational politics (POPS) has three dimensions with the factor
loading range from .57 - . 67. The lowest factor loading obtained is .57 linking
146
POPS to pay and promotion policies (PPP). The other two factor loadings are
greater than .70. The results show average variance extracted (AVE) of .8883
suggesting adequate convergence ( Fornell-Larcker, 1981). According to the CR
of .9596 which greater than .85, it suggests a good reliability (Kline, 2011).
Job burnout (BO) has four items with the factor loading range from .79 - .93. The
lowest factor loading obtained is .79 linking BO to I feel my heart is tired from
work (BO1). The other three factor loadings are greater than .70. The results show
average variance extracted (AVE) of .9630 suggesting adequate convergence
(Fornell-Larcker, 1981). According to the CR of .9905 which greater than .85, it
suggests a good reliability (Kline 2011).
Job performance (JP) has two dimensions with the factor loading range from .72
- .86. The lowest factor loading obtained is .72 linking JP to contextual
performance (CP) . Another factor loading is greater than .70. The results show
average variance extracted (AVE) of .9538 suggesting adequate convergence
(Fornell-Larcker, 1981). According to the CR of .9762 which greater than .85, it
suggests a good reliability (Kline 2011).
Structural Equation Modeling Results
According to the analysis, all exogenous latent variables in the SEM model were
allowed to covary in the hypothesized model (Kline, 2005). Figure 2 illustrates
the chi-square of 93.870 with 24 degree of freedom (p < 0.05), and the normed
chi-square is 3.911. The model CFI is 0.972 with RMSEA of 0.071. Some
measures are not within a range that would be associated with inadequate fit.
These suggest that the model provides overall inadequate fit.
Figure 2. Hypothesized SEM model
147
Based on the residuals and modification indices information from the initial SEM
model, we conducted the post hoc analysis allowing covary between errors of
estimation. Then, the model was re-estimated as shown in Figure 3. The overall
fit statistics from testing the revised model. The chi-square is 29.484 with 22
degree of freedom (p > 0.05), and the normed chi-square is 1.340. The model CFI
is .997 with RMSEA of 0.024. All these measures are within a range that would
be associated with good fit. These suggest that the model provides overall good
fit.
Figure 3. Revised SEM model
4. Discussion
The results showed that perceptions of organizational politics had a positive
influence on job burnout, which is based on pre-set assumptions because
perception of politics in organizations is an important factor in the stress of
employees in the organization. Then, job stress affects many aspects of a person,
such as job burnout, physical health and mental health, resignation, malfunction,
accidents in workplace, job dissatisfaction, low job performance, including the
display of behaviors that were contrary to good morals (Schermerhorn, Hunt,
148
Osborn, & Uhl-Bien, 2011) concluded. These results also support the findings of
previous studies (Bakker & Costa, 2014; Sharma & Cooper, 2016). Perceptions
of organizational politics also had a positive influence on job performance, which
is not consistent with previous studies (Valle & Perrewe, 2000; Vigoda-Gadot,
2003; Treadway et al., 2005; Vigoda-Gadot & Drory, 2006; Rizwan, 2011; Abbas
& Awan, 2017; Haroon, Hussain, & Nawaz, 2017; Albloush et al., 2019; Park &
Lee, 2020; Shrestha, 2021). The point of this finding is interesting because of the
context of the duty of the police officers to be responsible for many aspects of
their work. As a result, police officers themselves are motivated to make
outstanding contributions because some do not have the capacity to "run (use
money or kingpin’s power)" to achieve advancement in their careers. Therefore,
they still rely on creating works that open opportunities for progress for
themselves even if the appointment is a matter of organizational politics. Finally,
the results showed negative relationship between job burnout and job
performance, which is in line with the results of previous academic studies (Taris,
2006; Bakker and Costa, 2014; Rahim, & Cosby, 2016), as well as the studies of
Yavas, Babakus and Karatepe (2013, p. 56), that found that job burnout negatively
affects performance. The results also supported current findings (Kim et al., 2017;
Prentice & Thaichon, 2019; Wu, Hu, & Zheng, 2019; Zaid, 2019; Akca, 2020).
5. Conclusion
Organizational politics is deeply rooted in every organization. Perceived
organizational politics affect not only employees themselves but also
organizations’ performance. This study reveals that perceptions of politics in the
organization also affect the job performance and job burnout of police officers.
As job burnout is a factor that directly affects police performance. Therefore,
senior management must constantly consider the workload and responsibilities of
their subordinates to avoid hard work and fatigue. In addition, the working
environment should be improved. Providing appropriate welfare to police officers
to ease work stress, as well as devise other measures to motivate them to dedicate
to work more. Moreover, the perception of organizational politics is something
that directly affects police performance. Although perceptions of politics in
organizations generally negatively affect job performance, but the results show
that organizational politics positive affects police performance. It shows that
having politics in an organization result in people in the organization being eager
to make their work stand out to avoid using power or politics to advance their
careers but be aware that whenever there is untruthful political play in the
organization, it will have a detrimental effect on the organization. Hence, senior
149
executives must monitor the policy of salary increases and well as fairness
promotion.
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