The Relationship Between Perceptions of Organizational Politics and Employee Attitudes, Strain, and Behavior: A Meta-Analytic Examination
verifiedrich profile · Academy of Management Journal · 2009
Chang, Chu-Hsiang; Rosen, Christopher C.; Levy, Paul E.
How this was studied
A meta-analytic synthesis — it pools many primary studies rather than running a single design, so there is no single-study diagram.
What this article reports
The findings we extracted from this work, normalized into Principia’s relationship form (X → Y). Each feeds the synthesized models below.
organizational politics → organizational commitment
organizational politics → turnover intention
organizational politics → organizational citizenship behavior ocb
organizational politics → affective commitment
organizational politics → task performance
Models this article informs
The meta-analytic priors this article contributes evidence to — its place in the broader synthesis.
organizational politics predicts affective commitment
organizational politics predicts job satisfaction
organizational politics predicts organizational citizenship behavior ocb
organizational politics predicts organizational commitment
organizational politics predicts task performance
organizational politics predicts turnover intention
In the authors’ words
The article’s own abstract.
The current study tested a model that links perceptions of organizational politics to job performance and “turnover intentions” (intentions to quit). Meta-analytic evidence supported significant, bivariate relationships between perceived politics and strain (.48), turnover intentions (.43), job satisfaction (−.57), affective commitment (−.54), task performance (−.20), and organizational citizenship behaviors toward individuals (−.16) and organizations (−.20). Additionally, results demonstrated that work attitudes mediated the effects of perceived politics on employee turnover intentions and that both attitudes and strain mediated the effects of perceived politics on performance. Finally, exploratory analyses provided evidence that perceived politics represent a unique “hindrance stressor.”
What the literature says about it
Attributed, open-access quotes from other works that cite this article, plus the citation-graph verdict tally. Corroborations and disputes, in one place — the honest-broker view.
supports “Many organizational framework studies support the notion of a negative relationship between POP and job satisfaction [13,37].”
supports “…in their organizations are significantly linked to detrimental work outcomes, such as anxiety, employment shortages, and turnover intentions, and are negatively linked to the positive outcomes of employee satisfaction, business ethos, work quality and organizational commitment (Chang et al., 2009).”
supports “…of organizational politics and employee behaviors offers clear information to validate the belief that perceptions of organizational policy are linked to decreased work satisfaction, organizational engagement, turnover intentions, job efficiency, and enhanced mental pressure (Chang et al., 2009).”
supports “organizational politics and employee behaviors offers clear information to validate the belief that perceptions of organizational policy are linked to decreased work satisfaction, organizational engagement, turnover intentions, job efficiency, and enhanced mental pressure (Chang et al., 2009).”
supports “Previous researches provide ample evidence of often association of organizational politics with negative experiences (such as stress, anxiety and dissatisfaction), deceleration in performance, low job involvement and reduced organizational citizenship behavior (Fandt and Ferris, 1990; Ferris et al., 1996; Chang et al., 2009; Labrague et al., 2017).”
supports “organizational politics and employee behaviors offers clear information to validate the belief that perceptions of organizational policy are linked to decreased work satisfaction, organizational engagement, turnover intentions, job efficiency, and enhanced mental pressure (Chang et al., 2009).”
supports “It leads to negative work attitudes and outcomes, such as job dissatisfaction and low organizational commitment (Chang et al., 2009).”
supports “Previous researches provide ample evidence of often association of organizational politics with negative experiences (such as stress, anxiety and dissatisfaction), deceleration in performance, low job involvement and reduced organizational citizenship behavior (Fandt and Ferris, 1990; Ferris et al., 1996; Chang et al., 2009; Labrague et al., 2017).”
supports “Opinions shared by the workers of the organization about the level of politics in their organizations are significantly linked to detrimental work outcomes, such as anxiety, employment shortages, and turnover intentions, and are negatively linked to the positive outcomes of employee satisfaction, business ethos, work quality and organizational commitment (Chang et al., 2009).”
supports “…of organizational politics’ provide evidence that perceived organizational policy are associated with worse organizational engagement, work satisfaction, increased intentions to leave the organization, reduced job competence, and increased psychological stress (Chang, Rosen, & Levy, 2009).”
supports “Opinions shared by the workers of the organization about the level of politics in their organizations are significantly linked to detrimental work outcomes, such as anxiety, employment shortages, and turnover intentions, and are negatively linked to the positive outcomes of employee satisfaction, business ethos, work quality and organizational commitment (Chang et al., 2009).”
disputes “…in their organizations are significantly linked to detrimental work outcomes, such as anxiety, employment shortages, and turnover intentions, and are negatively linked to the positive outcomes of employee satisfaction, business ethos, work quality and organizational commitment (Chang et al., 2009).”
supports “On the other hand, negative associations have been found between the perception of organizational politics and organizational citizenship behaviors (Chang et al., 2009; Chang et al., 2012), organizational commitment (Maslyn & Fedor, 1998; Nye & Witt, 1993; Witt, 1998; Vigoda, 2000; Vigoda-Gadot,…”
supports “When people exert control over their work, they are less likely to feel in fl uenced by organizational politics, leading to higher task-oriented performance (Chang et al. 2009).”
disputes “In other words, when their colleagues engage in political activities, organizational members feel threatened, because they think their contributions might not be appropriately rewarded [53].”
supports “…in their organizations are significantly linked to detrimental work outcomes, such as anxiety, employment shortages, and turnover intentions, and are negatively linked to the positive outcomes of employee satisfaction, business ethos, work quality and organizational commitment (Chang et al., 2009).”
supports “Previous researches provide ample evidence of often association of organizational politics with negative experiences (such as stress, anxiety and dissatisfaction), deceleration in performance, low job involvement and reduced organizational citizenship behavior (Fandt and Ferris, 1990; Ferris et al., 1996; Chang et al., 2009; Labrague et al., 2017).”
supports “In other words, when their colleagues engage in political activities, organizational members feel threatened, because they think their contributions might not be appropriately rewarded [53].”
supports “…of organizational politics’ provide evidence that perceived organizational policy are associated with worse organizational engagement, work satisfaction, increased intentions to leave the organization, reduced job competence, and increased psychological stress (Chang, Rosen, & Levy, 2009).”
Ancillary research
Neighbouring works in the citation graph around this article.
- 10.3390/ijerph18147455
- 10.47631/jareas.v2i2.223
- 10.3389/fpsyg.2022.881675
- 10.32479/ijefi.10660
- 10.55214/25768484.v8i5.1807
- 10.6007/ijarbss/v12-i5/13246
- 10.52131/pjhss.2023.v11i4.1782
- 10.4236/tel.2018.811150
- 10.6018/analesps.368621
- 10.1057/s41599-024-04310-9
- 10.3390/bs13060498
Assembled from Principia’s registry — bibliographic record, extracted effect sizes, the models they inform, and open-access citing literature.