Journal of Management Research

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Dispositions and Organizational Politics Perceptions


Affiliations
1 Department of Business Administration Martha and Spencer Love School of Business Elon University, Elon, NC 27244-2010
2 Department of Management College of Business Administration University of New Orleans, Louisiana 70148
3 Department of Management College of Business Florida State University, Tallahassee FL 32306
     

   Subscribe/Renew Journal


The purpose of this study was to explore the relationship between dispositional affectivity (positive and negative affectivity) and organizational politics perceptions. Regression analyses on data from 501 full-time employees of a customer service organization in the eastern United States revealed that measures of trait NA were positively related to perceptions of politics, and measures of trait PA negatively related to perceptions of politics. In addition, we found that perceptions of politics were lower for those individuals who were both low in NA and high in PA. Implications for understanding the dispositional nature of organizational politics perceptions are discussed.

Keywords

Organizational Politics, Dispositional Affectivity, WA and PA
User
Notifications

  • Aquino, K., Grover, S. L., Bradfield, M., and Allen, D. G. (1999), The Effects of Negative Affectivity, Hierarchical Status, and Self-determination on Workplace Victimization, Academy of Management Journal 42: 260-272.

  • Biberman, G. (1985), Personality and Characteristic Work Attitudes of Persons with High, Moderate, and Low Political Tendencies, Psychological Reports 57: 1303-1310.

  • Bies, R. J., Tripp, T. M., and Kramer, R. M. (1997), At The Breaking Point: Cognitive and Social Dynamics of Revenge in Organizations, in R. Giacalone and J. Greenberg (Eds.), Antisocial behavior in organizations, pp. 18-36, Sage, Thousand Oaks, CA.

  • Champoux, J., and Peters, W. (1987), Form, Effect Size, and Power in Moderated Regression Analysis, Journal of Occupational Psychology 60: 243-255.

  • Cohen, J., and Cohen, P. (1983), Applied Multiple Regression/Correlation Analysis for the Behavioral Sciences, Erlbaum, Hillsdale, NJ.

  • Cropanzano, R., Howes, J. C., Grandey, A. A., and Toth, H. P. (1997), The Relationship of Organizational Politics and Support to Work Behaviors, Attitudes, and Stress, Journal of Organizational Behavior 18: 159-180.

  • Cropanzano, R., James, K., and Konovsky, M. A. (1993), Dispositional Affectivity as a Predictor of Work Attitudes and Job Performance, Journal of Organizational Behavior 14: 595-606.

  • Davis-Blake, A., and Pfeffer, J. (1989), Just a Mirage: The Search for Dispositional Effects in Organizational Research, Academy of Management Review 14: 385-400.

  • Ferris, G. R., Frink, D. D., Galang, M. C., Zhou, J., Kacmar, M. K., and Howard, J. L. (1996), Perceptions of Organizational Politics: Prediction, Stress-related Implications, and Outcomes, Human Relations 49: 233-266.

  • Ferris, G.R., Frink D. D., Gilmore, D. C. and Kacmar, K.M. (1994), Understanding as an Antidote for the Dysfunctional Consequences of Organizational Politics as a Stressor, Journal of Applied Social Psychology 24: 1204-1220.

  • Ferris, G. R., and Kacmar, K. M. (1992), Perceptions of Organizational Politics, Journal of Management 18: 93-116.

  • Ferris, G. R., Russ G. S., and Fandt, P. M. (1989), Politics in Organizations, in R. A. Giacalone and P. Rosenfield (Eds.), Impression management in the organization, Lawrence Erlbaum, Hillsdale, NJ.

  • George, J. M. (1992), The Role of Personality in Organizational Life: Issues and Evidence, Journal of Management 18: 185-213.

  • Harrell-Cook, G., Ferris, G. R., and Dulebohn, J. H. (in press), Political Behaviors as Moderators of the Perceptions of Organizational Politics-Work Outcomes Relationships, Journal of Organizational Behavior.

  • House, R. J., Shane, S. A., and Herold, D. M. (1996), Rumors of the Death of Dispositional Research are Vastly Exaggerated, Academy of Management Review 21: 203-224.

  • Kacmar, K. M., and Baron, R. A. (1999), Organizational Politics: The State of the Field, Links to Related Processes, and an Agenda for Future Research, in G. R. Ferris (Ed.), Research in Personnel and Human Resources Management, pp. 1-39, JAI Press, Greenwich, CT.

  • Kacmar, K. M., Bozeman, D. P., Carlson, D. S., and Anthony, W. P. (1999), An Examination of the Perceptions of Organizational Politics Model: Replication and Extension, Human Relations 52:383-416.

  • Kacmar, K. M., and Ferris, G. R. (1991), Perceptions of Organizational Politics Scale POPS: Development and Construct Validation, Educational and Psychological Measurement 51: 193-205.

  • Mayes, B. T., and Allen, R. W. (1977), Toward a Definition of Organizational Politics, Academy of Management Review 2: 672-677.

  • Moberg, D. J. (1978), Factors which Determine the Perception and Use of Organizational Politics, Paper presented at the National Meeting of the Academy of Management, San Francisco, CA.

  • Parker, C. P., Dipboye, R. L., and Jackson, S. L. (1995), Perceptions of Organizational Politics: An Investigation of Antecedents and Consequences, Journal of Management 21: 891-912.

  • Shaw, J. D., Duffy, M. K., Abdulla, M. H. A., and Singh, R. (2000), The Moderating Role of Positive Affectivity: Empirical Evidence from Bank Employees in the United Arab Emirates, Journal of Management 26: 139-154.

  • Stone, E. F., and Hollenbeck, J. R. (1989), Clarifying some Controversial Issues Surrounding Statistical Procedures for Detecting Moderator Variables: Empirical Evidence and Related Matters, Journal of Applied Psychology 74: 3-10.

  • Tedeschi, J., and Melburg, V. (1984), Impression Management and Influence in the Organization, in S. Bacharach and E. J. Lawler (Eds.), Research in the Sociology of Organizations 3: 31-58. Greenwich, CT: JAI Press.

  • Valle, M., and Perrewe, P. L. (2000), Do Politics Perceptions Relate to Political Behaviors? Tests of an Implicit Assumption and Expanded Model, Human Relations 53: 359-386.

  • Valle, M., and Witt, L. A. (In press), The Moderating Effect of Teamwork Perceptions on the Organizational Politics-job Satisfaction Relationship, Journal of Social Psychology.

  • Vredenburgh, D. J., and Maurer, J. G. (1984), A Process Framework of Organizational Politics, Human Relations 37: 47-66.

  • Watson, D., and Clark, L. A. (1984), Negative Affectivity: The Disposition to Experience Adversive Emotional States, Psychological Bulletin 96: 465-490.

  • Watson, D., Clark, L., and Tellegen, A. (1988), Development and Validation of Brief Measures of Positive and Negative Affect, Journal of Personality and Social Psychology 54: 219-235.

  • Watson, D., and Pennebaker, J. W. (1989), Health Complaints, Stress, and Distress: Exploring the Central Role of Negative Affectivity, Psychological Review 96: 234-254.

  • Weiss, H. M., and Cropanzano, R. (1996), Affective Events Theory: A Theoretical Discussion of the Structure, Causes, and Consequences of Affective Experiences at Work, Research in Organizational Behavior 18: 1-74.

  • Witt, L. A. (1995), Influences of Supervisor Behaviors on the Levels and Effects of Workplace Politics, in R. Cropanzano and M. Kacmar (Eds.), Organizational Politics, Justice, and Support: Managing Social Climate at Work, pp. 37-53, Quorum Press, Westport, CT.

  • Witt, L. A. (1998), Enhancing Organizational Goal Congruence: A Solution to Organizational Politics, Journal of Applied Psychology 83: 666-674.

  • Witt, L. A., and Andrews, M. C., Kacmar, K. M. (2000), The Role of Participative Decision-making in the Organizational Politics-job Satisfaction Relationship, Human Relations 53: 341-357.

  • Zautra, A. J. (1983), Social Resources and Quality of Life, American Journal of Community Psychology 11: 275-290.

  • Zhou, J., and Ferris, G. R. (1995), The Dimensions and Consequences of Organizational Politics Perceptions: A Confirmatory Analysis, Journal of Applied Social Psychology 25: 1747-1764.


Abstract Views: 401

PDF Views: 1




  • Dispositions and Organizational Politics Perceptions

Abstract Views: 401  |  PDF Views: 1

Authors

Matthew Valle
Department of Business Administration Martha and Spencer Love School of Business Elon University, Elon, NC 27244-2010
L. A. Witt
Department of Management College of Business Administration University of New Orleans, Louisiana 70148
Wayne A Hochwarter
Department of Management College of Business Florida State University, Tallahassee FL 32306

Abstract


The purpose of this study was to explore the relationship between dispositional affectivity (positive and negative affectivity) and organizational politics perceptions. Regression analyses on data from 501 full-time employees of a customer service organization in the eastern United States revealed that measures of trait NA were positively related to perceptions of politics, and measures of trait PA negatively related to perceptions of politics. In addition, we found that perceptions of politics were lower for those individuals who were both low in NA and high in PA. Implications for understanding the dispositional nature of organizational politics perceptions are discussed.

Keywords


Organizational Politics, Dispositional Affectivity, WA and PA

References