Journal of Organization and Human Behaviour

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

Testing the Mediating Role of Group Stress and Group Conflict in Group Politics and Group Performance:Evidences from Public Sector


Affiliations
1 Department of Commerce, University of Jammu, Jammu, Jammu & Kashmir, India
     

   Subscribe/Renew Journal


The prevalence of groups and teams at the workplace makes it imperative to understand their effects on group members and their performance. In fact, the growing use of work groups has impelled scholars&management theorists to analyse the various factors that determine or hinder group performance and effectiveness. This paper focuses on the mediation effects of group conflict and group stress on group politics and group performance relationship. The study is confined to the groups working in head offices of J&K public corporations of Jammu city. Census method is followed in contacting 1189 employees (group members) working in the head offices of all the eighteen J&K public corporations, out of which 888 employees responded effectively. Baron and Kenny's (1986) procedure is applied to check mediating role of group conflict and group stress in group politics- group performance relationship. Results revealed that group stress fully mediates the group politics - group performance relationship whereas group conflict partially mediates this relationship. The study suggests that the managers of public sector corporations must take necessary steps to reduce favouritism in their respective corporations by applying pay and promotion policies ethically, rewarding the hardworking people, equal interaction with all the members, giving chance to every employee to complete the assigned task, educating the staff regarding various policies and creating an environment of trust. Moreover, public sector employees must be encouraged to make use of RTI so that they could keep a check on their corporation's activities and ensure transparency in the system. This study is restricted to the public sector groups only and future studies could be conducted on the professional groups and private sector groups.

Keywords

Group Politics, Group Stress, Group Conflict, Group Performance, Public Sector.
Subscription Login to verify subscription
User
Notifications
Font Size

  • Amason, A. C., & Schweiger, D. M. (1997). The effects of conflict on strategic decision making effectiveness and organisational performance. Using Conflict in Organisations, Sage publications, 101.

  • Atwater, L. E., Brett, J. F., & Charles, A. C. (2007). Multisource feedback: Lessons learned and implications for practice. Human Resource Management, 46(2), 285-307.

  • Bandura, A. (1986). Social foundations of thoughts and action: A social cognitive theory. Englewood Cliffs, NJ: Prentice-Hall.

  • Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173.

  • Cropanzano, R., & Wright, T. A. (2011). The impact of organisational justice on occupational health. Handbook of Occupational Health Psychology, 2, 205-219.

  • Driskell, J. E., Salas, E., & Hughes, S. (2010). Collective orientation and team performance: Development of an individual differences measure. Human Factors: The Journal of the Human Factors and Ergonomics Society. 29. Retrieved from http://www.researchgate.net/publication/47413217). Last accessed: 0-5-10- 14.

  • Drory, A., & Romm, T. (1990). The definition of organisational politics: A review. Human Relations, 43(11), 1133-1154.

  • Goodman, P. S., Ravlin, E., & Schminke M. (1987). Understanding groups in organisations. In L. L. Cummnings and B. M. Staw (Eds.), Research in Organisational Behaviour, 9, 1-71.

  • Greer, L. L., Caruso, H. M., & Jehn, K. A. (2011). The bigger they are, the harder they fall: Linking team power, team conflict and performance. Organisational Behaviour and Human Decision Processes, 116(1), 116-128.

  • Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2009). Multivariate data analysis. Upper Saddle River, New Jersey: Prentice Hall.

  • Henry, O. (2009). Organisational conflict and its effects on organisational performance. Research Journal of Business Management, 2(1), 16-24.

  • Ikeda, A. A., Modesto Veludo-de-Oliveira, T., & Cortez Campomar, M. (2005). Organisational conflicts perceived by marketing executives. Electronic Journal of Business Ethics and Organisation Studies, 10 (1), 22- 28. Retrieved from http://ejbo.jyu.fi. (Last accessed: 01-10-13).

  • James, L. R. (1982). Aggregation in estimates of perceptual agreement. Journal of Applied Psychology, 67, 219-229.

  • James, L. R., Demaree, R. G., & Wolf, G. (1984). Estimating within-group interrater reliability with and without response bias. Journal of Applied Psychology, 69, 85-98.

  • Kacmar, K. M., & Carlson, D. S. (1997). Further validation of the perceptions of politics scale (POPS): A multiple sample investigation. Journal of Management, 23(5), 627-658.

  • Klein, K. J., Conn, A. B., Smith, D. B., & Sorra, J. S. (2001). Is everyone in agreement? An exploration of within-group agreement in employee perceptions of the work environment. Journal of Applied Psychology, 86(1), 3

  • Langfred, C. W. (2005). Autonomy and performance in teams: The multilevel moderating effect of task interdependence. Journal of Management, 31(4), 513-529.

  • LeBreton, J. M., & Senter, J. L. (2007). Answers to 20 questions about interrater reliability and interrater agreement. Organisational Research Methods, 11(4), 815-852.

  • Mintzberg, H. (1984). Power and organisation life cycles. Academy of Management Review, 9(2), 207-224.

  • Priesemuth, M., Arnaud, A., & Schminke, M. (2013). Bad behaviour in groups: The impact of overall justice climate and functional dependence on counterproductive work behaviour in work units. Group & Organisation Management, 38(2), 230-257.

  • Sowmya, K. R., & Panchanatham, N. (2009). Political Survival in an Organisation. Advances in Management. Retrieved from from https://ideas.repec.org/a/mgn/journl/v2y2009i9a5.html). (Last accessed: 03-09-14).

  • Vigoda-Gadot, E., & Kapun, D. (2005). Perceptions of politics and perceived performance in public and private organisations: A test of one model across two sectors. Policy & Politics, 33(2), 251-276.

  • Wen-Wei, Y., Shih-Chin, C., & Shih-I, Y. (2009). The impact of perceptions of organisational politics on workplace friendship. African Journal of Business Management, 3(10), 548-554.


Abstract Views: 358

PDF Views: 0




  • Testing the Mediating Role of Group Stress and Group Conflict in Group Politics and Group Performance:Evidences from Public Sector

Abstract Views: 358  |  PDF Views: 0

Authors

Vaishali
Department of Commerce, University of Jammu, Jammu, Jammu & Kashmir, India
Neetu Andotra
Department of Commerce, University of Jammu, Jammu, Jammu & Kashmir, India

Abstract


The prevalence of groups and teams at the workplace makes it imperative to understand their effects on group members and their performance. In fact, the growing use of work groups has impelled scholars&management theorists to analyse the various factors that determine or hinder group performance and effectiveness. This paper focuses on the mediation effects of group conflict and group stress on group politics and group performance relationship. The study is confined to the groups working in head offices of J&K public corporations of Jammu city. Census method is followed in contacting 1189 employees (group members) working in the head offices of all the eighteen J&K public corporations, out of which 888 employees responded effectively. Baron and Kenny's (1986) procedure is applied to check mediating role of group conflict and group stress in group politics- group performance relationship. Results revealed that group stress fully mediates the group politics - group performance relationship whereas group conflict partially mediates this relationship. The study suggests that the managers of public sector corporations must take necessary steps to reduce favouritism in their respective corporations by applying pay and promotion policies ethically, rewarding the hardworking people, equal interaction with all the members, giving chance to every employee to complete the assigned task, educating the staff regarding various policies and creating an environment of trust. Moreover, public sector employees must be encouraged to make use of RTI so that they could keep a check on their corporation's activities and ensure transparency in the system. This study is restricted to the public sector groups only and future studies could be conducted on the professional groups and private sector groups.

Keywords


Group Politics, Group Stress, Group Conflict, Group Performance, Public Sector.

References