Skip to Main Content
 

Global Search Box

 
 
 
 

Files

File List


akron1151425394.pdf (1.37 MB)

ETD Abstract Container

Abstract Header

Politics, Stress, and Exchange Perceptions: A Dual Process Model Relating Organizational Politics to Employee Outcomes

Rosen, Christopher Charles
http://rave.ohiolink.edu/etdc/view?acc_num=akron1151425394

Abstract Details

2006, Doctor of Philosophy, University of Akron, Psychology-Industrial/Organizational.
The current study investigated the underlying mechanisms which relate perceptions of organizational politics to employee outcomes. A review of the literature suggested that there are two paths through which politics perceptions likely affect employee attitudes and behaviors. First, organizational politics may cause work-related stress which in turn relates to negative affective responses and undesirable work behaviors. Second, contemporary theorists have proposed that organizational politics has a negative impact on the employee-organization social exchange relationship. The study presented and tested a model in which these two mediating mechanisms – stress and exchange perceptions – translate high levels of organizational politics into less favorable employee attitudes (i.e., morale, trust) and behaviors (i.e., citizenship behaviors, task performance, counterproductive work behaviors, and withdrawal from the organization). In addition, it was proposed that political skill would buffer the negative effects of politics on stress and on exchange perceptions. Structural equation modeling analyses indicated that the feedback environment and organizational politics related to outcome measures of performance, counterproductive work behaviors, and withdrawal. The relationships involving OCBs and withdrawal were mediated by stress, social exchange perceptions, and morale. However, counter to the proposed mediational hypotheses, trust, task performance, and CWBs were only direct outcomes of organizational politics. In addition, moderated multiple regression analyses indicated that political skill moderated the relationships between politics and both stress and exchange perceptions. As proposed, the relationship between politics and stress was weakest for those highest in political skill. However, counter to hypothesis, the negative relationship between politics and exchange perceptions was strongest for those high in political skill. Thus, this study provided support for the proposed dual process model. However, there was only limited evidence that political skill buffers the negative effects of politics on employees. Exploratory analyses further examined the relationships among politics, trust, stress, and political skill. These analyses indicated that trust may fully mediate the effects of politics on stress. In addition, there is evidence that political skill moderates the effects of politics on trust such that there is a stronger negative relationship between politics and trust for those who are higher in political skill.
Paul Levy (Advisor)
206 p.
Psychology, Industrial
perceptions of organizational politics; politics perceptions; morale; performance; exchange perceptions; stress; counterproductive work behaviors; feedback environment; feedback; organizational citizenship behaviors; withdrawal

Recommended Citations

Citations

  • Rosen, C. C. (2006). Politics, Stress, and Exchange Perceptions: A Dual Process Model Relating Organizational Politics to Employee Outcomes [Doctoral dissertation, University of Akron]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=akron1151425394

    APA Style (7th edition)

  • Rosen, Christopher. Politics, Stress, and Exchange Perceptions: A Dual Process Model Relating Organizational Politics to Employee Outcomes. 2006. University of Akron, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=akron1151425394.

    MLA Style (8th edition)

  • Rosen, Christopher. "Politics, Stress, and Exchange Perceptions: A Dual Process Model Relating Organizational Politics to Employee Outcomes." Doctoral dissertation, University of Akron, 2006. http://rave.ohiolink.edu/etdc/view?acc_num=akron1151425394

    Chicago Manual of Style (17th edition)

akron1151425394
2,523
© 2006, all rights reserved.
This open access ETD is published by University of Akron and OhioLINK.