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Relationship between Perceived Organizational Politics and Its Negative Outcomes: Moderating Role of Perceived Organizational Support
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Abstract of the Article
The present study focused on measuring the moderating effect of perceived organizational support on the relationship between perceived organizational politics, affective commitment, and organizational citizenship behaviour. It was assumed that a higher perception of organizational support would dampen the relationship of perceived organizational politics with an affective commitment of the employees with their organization and their organizational citizenship behaviour.
Relationship between Perceived Organizational Politics and Its Negative Outcomes: Moderating Role of Perceived Organizational Support
Perceived organizational politics was measured using the Perceptions of Organizational Politics Scale (Kacmar & Carlson, 1997); perceived organizational support was measured through Survey of Perceived Organizational Support (Eisenberger, Huntington, Hutchison, & Sowa, 1986); affective commitment was measured through Affective Commitment Subscale (Allen & Meyer, 1990); while, organizational citizenship behaviour was measured through Organizational Citizenship Behavior Scale (Podsakoff, MacKenzie, Moorman, & Fetter, 1990).
The sample of the study (N = 169) included male and female employees from cellular and banking organizations. Hierarchical multiple regression analysis showed that perceived organizational support significantly moderated the negative relationship between perceived organizational politics and affective commitment, while, it did not moderate the relationship between perceived organizational politics and organizational citizenship behaviour. Overall, the study demonstrated perceived organizational support as an important factor in maintaining the affective commitment of employees in organizations with higher levels of organizational politics.
Authors of the Article
- Imran Bukhari
- Anila Kamal
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