工作场所的组织政治会危害员工绩效吗？基于个人-组织契合理论的视角

本研究基于个人-组织契合理论的视角, 通过对286份员工与直接主管的配对数据, 揭示了组织政治知觉对员工绩效(任务绩效和组织公民行为)的影响, 马基雅维利主义人格对这两者之间关系的调节作用, 组织认同在这两者之间的中介作用。层次回归分析结果发现：组织政治知觉对任务绩效、组织公民行为具有显著的消极影响, 马基雅维利主义人格可以显著调节组织政治知觉与任务绩效、组织公民行为两者之间的关系, 而组织认同是组织政治知觉与任务绩效、组织公民行为之间的完全中介变量。调节路径分析结果表明：马基雅维利主义对组织政治知觉与员工绩效之间关系的调节作用也是以组织认同为中介, 具体表现为被中介的调节作用。     

企业员工组织政治认知量表的构建

应用自行研制的组织政治认知调查问卷,通过对29家企业员工共1647名被试的调查,对组织政治认知结构维度进行了探讨。探索性因素分析结果表明,组织政治认知由三个因素构成。三因素结构的结果在验证性因素分析中得到了验证。由此得出结论,组织政治认知有三维结构：自利行为、薪酬与晋升和同事关系。最后,对组织政治认知维度构成和内容进行了讨论     

The Dimensions and Consequences of Organizational Politics Perceptions: A Confirmatory Analysis1

The present study, using confirmatory factor analysis, investigated the factorial structure of organizational politics perceptions. A second-order factor model was supported for both supervisor and subordinate samples. In addition, the hypothesis that different dimensions of perceived organizational politics lead to different satisfaction outcomes was also supported. Furthermore, it was demonstrated that subordinates reacted more negatively than did supervisors to politics perceptions. The results of the present study are discussed in light of directions for future research.     

Toward an understanding of the relationships among organizational change, individual differences, and changes in person-environment fit: a cross-level study

Organizational behavior literature has not typically viewed person-environment (P-E) fit as an outcome of change. Whereas the study of antecedents to employees' fit with their work environment has largely been restricted to the selection and socialization of newcomers, this study examines individuals' perceptions of changes in P-E fit in relation to organizational changes occurring in 34 different organizational work units. Results suggest that the relationships between organizational change and perceived changes in fit are best understood as interactions between the characteristics of the change process, the extent of change, and individual differences. Both age and mastery orientation related to perceived changes in P-E fit through interactions with aspects of the change process.     

PERSON-ORGANIZATION FIT: THE MATCH BETWEEN NEWCOMERS' AND RECRUITERS' PREFERENCES FOR ORGANIZATIONAL CULTURES

This study examined the effects of two measures of fit on newcomers' commitment and turnover intentions, P-O fit and P-P fit. Newcomers preferences for organizational cultures were compared with supervisors' and peers' perceptions of organizational culture (P-O fit) and with their preferences for organizational culture (P-P fit). The supervisors and peers that were involved had been the newcomer's recruiters during the selection procedure and they had hired the newcomer. Subjects' culture preferences and perceptions yielded two dimensions of organizational culture: concern for people and concern for goal accomplishment. Results revealed that newcomers' concern for people P-P fit with their supervisor was related to organizational commitment and turnover intentions. P-O fit measures for both dimensions of organizational culture were not related to newcomer affective outcomes.     

Organizational Politics and Deviance: Exploring the Role of Political Skill

Building on social exchange theory, this study examines the relationship between perceptions of organizational politics and employee performance and interpersonal skills. We hypothesized that perceptions of organizational politics create an imbalance in the exchange relationship between employee and organization, which leads to organizational deviance. We also hypothesized that supervisors may attempt to rebalance the exchange relationship by providing lower performance and interpersonal skills ratings. Finally, we suggest that politically skilled employees avoid an increase in negative ratings. The present study demonstrates that perceptions of organizational politics may lead to negative employee behaviors and reduced supervisors’ ratings in an effort to rebalance the exchange relationship. In addition, politically skilled employees may avoid increased negative ratings when politics perceptions are high.     

组织政治知觉对乡村教师离职意向的影响:组织公平和组织认同的中介作用

以353名乡村中小学教师为样本,采用结构方程模型等统计方法,分析了组织政治知觉对乡村教师离职意向的影响,以及组织公平和组织认同的中介作用。结果表明：（1）组织政治知觉与乡村教师离职意向之间存在显著正相关,组织政治知觉与组织公平之间存在显著负相关;组织公平与组织认同之间存在显著正相关;组织认同与乡村教师离职意向之间存在显著负相关。（2）组织公平和组织认同在组织政治知觉对乡村教师离职意向的影响中起双重中介作用。     

Understanding as an Antidote for the Dysfunctional Consequences of Organizational Politics as a Stressor 1

The proposition that organizational politics perceptions are potential stressors with potentially dysfunctional outcomes was set forth based on previous theory. The hypothesis that the dysfunctional outcomes of stress associated with the perceptions of the organizational political climate can be ameliorated by understanding the environment was tested in a field study. Results provided strong support for the hypothesis, demonstrating a significant interaction of politics x understanding on job anxiety, and showing that understanding can serve as an antidote of sorts to the dysfunctional effects of organizational politics.     

The Moderating Effects of Justice on the Relationship Between Organizational Politics and Workplace Attitudes

Research suggests that perceptions of organizational politics consistently result in negative outcomes for individuals. In the current study, distributive and procedural justice are explored for their effects on the relationships between perceptions of organizational politics and turnover intentions and job satisfaction. We tested these relationships in a sample of 311 employees of a water management district. Results indicated the politics––turnover intentions and politics––job satisfaction relationships were weaker when perceptions of both forms of justice are high. Further, and potentially more interestingly, politics mattered the most when the distribution of outcomes was unfair (distributive justice) as opposed to when procedures were unfair (procedural justice). Implications for future research and management practice are discussed.     

Honesty–humility and a person–situation interaction at work

Person–situation interactions have attracted researchers' attention for decades. Likewise, the current work focuses on the interaction of honesty–humility and situational conditions in bringing about counterproductive work behaviour (CWB). As such, we introduce perceptions of organizational politics as a situational construct representing an opportunity for CWB. In a sample of N = 148 employees we found that particularly individuals low in honesty–humility were affected by situational circumstances. By contrast, those high in honesty–humility reported practically the same (lower) amount of CWB independent of the level of perceptions of organizational politics. In other words, employees low in honesty–humility were especially likely to condition their behaviour on environmental factors, a result that mirrors previous findings. Copyright © 2010 John Wiley & Sons, Ltd.     

How contextual and individual characteristics influence psychological needs satisfaction: The critical roles of political skill and political will

This two-study research package investigates the interactive effects of perceptions of organizational politics, political skill, and political will on psychological need satisfaction, which has been shown to predict a number of different important organizational outcomes. Drawing primarily on social/political influence and self-determination theories, we propose that although perceptions of organizational politics (i.e., as an important situational or contextual variable) can demonstrate need-thwarting effects for some, its effects can be need-satisfying for those individuals with high levels of political skill and political will. In Study 1, we analyze a sample of 142 individuals to demonstrate that possessing political skill attenuates the negative effects of perceptions of organizational politics on psychological need satisfaction. In Study 2, we analyze a sample of 420 individuals to demonstrate that respondents with high levels of both political skill and political will experience their highest levels of need satisfaction in highly political environments. Theoretical contributions, limitations and future research directions, and practical implications are discussed.     

Placing perceptions of politics in the context of the feedback environment, employee attitudes, and job performance

The authors proposed a model suggesting that organizational environments supporting high levels of informal supervisor and coworker feedback are associated with lower employee perceptions of organizational politics. Furthermore, these lowered perceptions of politics were proposed to result in higher employee morale (as reflected in job satisfaction and affective commitment) and, through morale, to higher levels of task performance and organizational citizenship. The proposed mediational model was supported with empirical results from 150 subordinate-supervisor dyads sampled across a variety of organizations. Higher quality feedback environments were associated with lower perceptions of organizational politics, and morale mediated the relationships between organizational politics and various aspects of work performance. These findings suggest that when employees have greater access to information regarding behaviors that are acceptable and desired at work, perceptions of politics are reduced and work outcomes are enhanced.     

The interactive effects of organizational politics and exchange ideology on manager ratings of retention

This study examined the moderating effect of exchange ideology on the relation between perceptions of organizational politics and manager-rated retention. Data collected from 178 employees of a distribution services organization indicated that employees’ perceptions of organizational politics related negatively related to manager assessments of retention. However, the variables were only related among employees with a moderate to strong exchange ideology. These individuals were more sensitive to a political environment than individuals with a weak exchange ideology. Implications for employees seeking to actively manage their careers are discussed.     

Person–Organization Fit, Job Choice Decisions, and Organizational Entry

To investigate job seekers’ and new employees’ subjective person–organization (P-O) fit perceptions, we studied 96 active job seekers across three time periods, from their initial job search activity to their intended turnover from the jobs they accepted. Hypotheses were motivated by P-O fit, job choice, and organizational entry research and centered around two questions: What are the determinants of job seekers’ and new employees’ P-O fit perceptions, and how important are P-O fit perceptions in job choice decisions and work attitudes relative to job attributes? Results indicated that job seekers’ P-O fit perceptions are predicted by the congruence between their values and their perceptions of recruiting organizations’ values but not by their demographic similarity with organizational representatives. Results also suggested that P-O fit perceptions predict both job choice intentions and work attitudes, even after controlling for the attractiveness of job attributes. Finally, results suggested that job seekers can manage their future work attitudes by weighing P-O fit in their job choice decisions.     

Organizational Politics,Perceived Control,and Work Outcomes: Boundary Conditions on the Effects of Politics1

This investigation examined the moderating influences of perceived control (i. e., personal control and job self‐efficacy) on relationships between perceptions of organizational politics and organizational commitment, job satisfaction, intention to turnover, and job stress. Although results failed to support predictions concerning the interaction of perceptions of organizational politics and personal control, some support was found for predictions concerning the interactive influence of perceptions of organizational politics and job self‐efficacy on outcomes. Data from 189 hotel managers supported the hypothesized interactive effects of perceptions of organizational politics and job self‐efficacy for the outcomes of organizational commitment and job satisfaction. These results suggest that job self‐efficacy exacerbates the relationship between perceived politics and certain dysfunctional attitudes.     

Fostering good citizenship through ethical leadership: exploring the moderating role of gender and organizational politics

Considering the implications of social exchange theory as a context for social role behavior, we tested relations between ethical leadership and both person- and task-focused organizational citizenship behavior and examined the roles played by employee gender and politics perceptions. Although social exchange theory predicts that ethical leadership is positively associated with citizenship, social role theory predicts that the nature of this relationship may vary on the basis of gender and politics perceptions. Results from data collected from 288 supervisor-subordinate dyads indicate that the pattern of male versus female employees' citizenship associated with ethical leadership depends significantly on their perceptions of politics. Implications for theory and practice are discussed.     

Perceptions of the organizational context and psychological contract breach: Assessing competing perspectives

This study examines how employees’ perceptions of specific features of the organizational context—organizational politics and procedural justice—are related to their evaluations of psychological contract breach and subsequent attitudes and behaviors. Across three studies, we examined the appropriateness of four models for describing relationships among the focal constructs. Results of these studies support (a) an environmental responsiveness model in which psychological contract breach mediates the effects of politics and justice on employee outcomes, and (b) a general fairness evaluation model where politics, justice, and psychological contract breach serve as indicators of a higher order factor that predicts employee attitudes and behavior. Implications and directions for future research are presented.     

The role of age in the perceptions of politics--job performance relationship: a three-study constructive replication

This research examined the interaction of organizational politics perceptions and employee age on job performance in 3 studies. On the basis of conservation of resources theory, the authors predicted that perceptions of politics would demonstrate their most detrimental effects on job performance for older workers. Results across the 3 studies provided strong support for the hypothesis that increases in politics perceptions are associated with decreases in job performance for older employees and that perceptions of politics do not affect younger employees' performance. Implications of these results, strengths and limitations, and directions for future research are discussed.     

Collective rumination: When “problem talk” impairs organizational resilience

When adversity strikes, organization members often turn to others in order to vent their negative emotions and receive social support. While social interaction is commonly seen as a major resource for organizational resilience, dysfunctional social interactions and their negative effects on coping with and overcoming adversity are less well understood. This conceptual article develops theory on collective rumination—defined as repetitive and prolonged discussions of adverse events that center on the negative and uncontrollable aspects of the situation—and its detrimental effects on organizational resilience. We elaborate that collective rumination emerges through a vicious circle of a shared negative situational assessment and mutual contagion with highly negative emotions. Based on our theorizing, we propose that collective rumination is negatively related to three core dimensions of organizational resilience: perceptions of control, commitment to joint action, and the acceptance of adversity as a challenge. With our conceptual article, we answer earlier calls to theorize about forms of social interactions that are not valuable but destructive for organizational resilience and elucidate previously neglected social dynamics that are dysfunctional for recovering from adversity.     

Is job search related to employment quality? It all depends on the fit

In this longitudinal study on job search, fit perceptions, and employment quality, 113 graduates completed surveys prior to organizational entry and 4 months after entry. Job search behavior and career planning were positively related to pre-entry person-job (P-J) and person-organization (P-O) fit perceptions, and pre-entry P-J fit perceptions mediated the relationship between career planning and postentry P-J fit perceptions. P-J and P-O fit perceptions were positively related to job and organizational attitudes, and pre-entry P-J fit perceptions mediated the relationship between career planning and job attitudes. Further, the relationships between pre-entry fit perceptions and employment quality were mediated by postentry fit perceptions. These results indicate that P-J and P-O fit perceptions play an important role in linking job search to employment quality.