Journal of Management Research

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

An Examination of Tenure in Negative Organizational Environments


Affiliations
1 Department of Business Administration Martha and Spencer Love School of Business Elon University, Elon, NC., United States
2 Department of Business Management and Administration Foster College of Business Administration Bradley University, Peoria, IL, United States
3 Department of Management & Marketing Cameron School of Business University of North Carolina at Wilmington Wilmington, NC, United States
     

   Subscribe/Renew Journal


The purpose of this study was to examine how tenure moderates the relationships between the independent variables politics perceptions and perceived organizational support, and the dependent variable individual intentions to turnover. Regression analyses on data from 338 full-time employees at a water management district revealed that turnover intentions were positively related to perceptions of politics, and were negatively related to perceived organizational support. Additionally, hierarchical moderated regression analysis revealed that in organizational environments perceived as being very political and/or lacking effective support (e.g., negative environments), shorter tenure in the organization was associated with increased levels of turnover intentions. Managerial implications for addressing negative organizational environments are discussed.

Keywords

Organizational Politics, Organizational Support, Negative Organizational Environment
User
Notifications

  • 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.

  • Drory, A. and Romm, T. (1990), The Definition of Organizational Politics: A Review, Human Relations 43(11): 1133-1154.

  • Eisenberger, R., Huntington, R., Hutchison, S., and Sowa, D. (1986), Perceived Organizational Support, Journal of Applied Psychology 71: 500-507.

  • 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 & P. Rosenfield (Eds.), Impression Management in the Organization, Lawrence Erlbaum, Hillsdale, NJ.

  • Gandz, J., and Murray, V. V. (1980), The Experience of Workplace Politics, Academy of Management Journal 23: 237-251.

  • Griffeth, R. W., Hom, P. W., and Gaertner, S. (2000), A Meta-analysis of Antecedents and Correlates of Employee Turnover: Update, Moderator tests, and Research implications for the Next Millennium, Journal of Management 26: 463-488.

  • Hom, P. W., and Griffeth, R. W. (1995), Employee Turnover, South/Western, Cincinnati.

  • 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 Carlson, D. S. (1997), Further Validation of the Perceptions of Politics Scale (POPS): A Multiple Sample Investigation, Journal of Management 23: 627-658.

  • Mintzberg, H. (1985), The Organization as a Political Arena, Journal of Management Studies 22(2): 134-154.

  • Nunnally, J. C. (1978), Psychometric Theory, McGraw-Hill, New York.

  • 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.

  • Randall, M. L., Cropanzano, R., Bormann, C. A., and Birjulin, A. (1999), Organizational Politics and Organizational Support as Predictors of Work Attitudes, Job Performance, and Organizational Citizenship Behavior, Journal of Organizational Behavior 20: 159-174.

  • Rhoades, L., and Eisenberger, R. (2002), Perceived Organizational Support: A Review of the Literature, Journal of Applied Psychology 87: 698-714.

  • Seashore, S. E., Lawler, E. E., Mirvis, P. and Cammann, C. (1982), Observing and Measuring Organizational Change: A Guide to Field Practice, Wiley, New York.

  • 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.

  • 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. (2001), The Moderating Effect of Teamwork Perceptions on the Organizational Politics-job Satisfaction Relationship, Journal of Social Psychology 141(3): 379-388.

  • 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., 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.

  • 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: 587

PDF Views: 1




  • An Examination of Tenure in Negative Organizational Environments

Abstract Views: 587  |  PDF Views: 1

Authors

Matthew Valle
Department of Business Administration Martha and Spencer Love School of Business Elon University, Elon, NC., United States
Ken Harris
Department of Business Management and Administration Foster College of Business Administration Bradley University, Peoria, IL, United States
Martha C. Andrews
Department of Management & Marketing Cameron School of Business University of North Carolina at Wilmington Wilmington, NC, United States

Abstract


The purpose of this study was to examine how tenure moderates the relationships between the independent variables politics perceptions and perceived organizational support, and the dependent variable individual intentions to turnover. Regression analyses on data from 338 full-time employees at a water management district revealed that turnover intentions were positively related to perceptions of politics, and were negatively related to perceived organizational support. Additionally, hierarchical moderated regression analysis revealed that in organizational environments perceived as being very political and/or lacking effective support (e.g., negative environments), shorter tenure in the organization was associated with increased levels of turnover intentions. Managerial implications for addressing negative organizational environments are discussed.

Keywords


Organizational Politics, Organizational Support, Negative Organizational Environment

References