As part of organizational politics, influence allows employees to impact the attitudes and behaviors of peers, supervisors, and subordinates. Even though there are a variety of influence tactics, this thesis examines the few tactics used individually and in combination in an upward direction. This thesis adds to upward influence literature by discussing not only effective upward tactics, but also strategies found in unsuccessful attempts, providing insights for employees. The individual influence tactics discussed to be most successful are rational persuasion, consultation, and ingratiation, while exchange tactics are likely to lead to a failed influence attempt. The combined influence tactics found to lead to a greater chance of success are soft and rational tactics, while combinations of hard as well as hard and soft tactics were shown to be less successful in upward influence attempts. Additionally, limitations and future research on upward influence are identified in the thesis.

Abstract The purpose of this investigation is based on the revision model proposed by Ferris , Adams, Kolodinsky, Hochwarter, Ammeter,(2002).This research is deeply to examine the influence of perceptions of organizational politics on trust - organizational cynicism as mediator variable .The data were analyzed by SPSS 15.0 software and by structural equation modeling (SEM). The major results of this study are as following¡GThe perceptions of organizational politics were found have a significant negative relationship with trust. The perceptions of organizational politics were constructed from three patterns( general political behavior¡Bgo along to get ahead¡Bpay and promotion).Only general political behavior has a significant effect on trust.The other two patterns have no significant effect on trust. The perceptions of organizational politics were found have a significant positive relationship with organizationl cynicism . Organizationl cynicism has a significant negative relationship with trust.Organizationl cynicism has a mediating effect on the relationship between perceptions of organizational politics and trust. Key word¡Gperceptions of organizational politics , trust , organizationl cynicism , structural equation modeling

This research is based on the framework of revision model proposed by Ferris et al. (2002), discussing the influence organization politics consciousness to staff's from Machiavellianism and type A personality. The sample consisted of 1890 employee selected from 40 organizations covering 9 industrial sectors in Taiwan. The data were analyzed by descriptive statistics, reliability analysis, confirmatory factor analysis, correlation analysis and structural equation modeling and the summarized findings are in the following sections. The major results of this study are as fallowing: 1. Machiavellianism has a significant effect on employees¡¦ general political behavior of organizational politics perceptions. 2. Machiavellianism has a significant effect on employees¡¦ benefits of remaining silence of organizational politics perceptions. 3. Machiavellianism has a significant effect on employees¡¦ salary and promotion policies of organizational politics perceptions. 4. Type A personality has a significant effect on employees¡¦ general political behavior of organizational politics perceptions. 5. Type A personality has a significant effect on employees¡¦ benefits of remaining silence of organizational politics perceptions. 6. Type A personality has a significant effect on employees¡¦ salary and promotion policies of organizational politics perceptions.

The perceptions of organizational politics and organizational citizenship behavior are neither regulated nor indentified in any organization. But, they are exactly existed in organization. This study is based on the revise model of Perceptions of Organizational Politics (POP) proposed by Ferris et al. (2002). We investigate the relationship between the perceptions of organizational politics and the organizational citizenship behavior. Furthermore, we investigate the indirect effect between the perceptions of organizational politics and the subordinates of organizational citizenship behavior. This study used the scales of 35 items collected by Dr. Chin-ming Ho and the other members of the last research team of POP in 2008. The research is based on the revision model of POP and questionnaire survey. The sample consisted of 1,890 employee selected from 40 organizations covering 9 industrial sectors in Taiwan. The method, path analysis with latent variables of the structural equation modeling (SEM) is used to measure the relationship among the constructs. The major result of this study is as following: 1. The perceptions of organizational politics have negative effect on the organizational citizenship behavior. 2. The perceptions of organizational politics have negative effect on the altruism toward colleagues 3. The perceptions of organizational politics have negative effect on the conscientiousness 4. The perceptions of organizational politics have negative effect on the identification with company 5. The perceptions of organizational politics have negative effect on the interpersonal harmony 6. The perceptions of organizational politics have negative effect on the protecting company resources

The Relationship between the Perceptions of Organizational politics to staff Affectivity and the Characteristics of Job¡¦s Interaction. ABSTRACT This research is based on the framework of revision model proposed by Ferris et al. (2002), discussing the Relationship between the Perceptions of organizational politics to staff status, staff Affectivity and the Characteristics of Job¡¦s Interaction. It takes 130th staffs of 40 Organization in Taiwan as the research object. 2133 copies of questionnaire have been issued and 1,940 copies have been taken back, the returns-ratio reaches 91.0%. After rejecting 50 invalid copies, the effective volume is 1,890, and effective returns-ratio is 88.6%. The data were analyzed by descriptive statistics, item analysis, reliability analysis, correlation analysis, factor analysis and hierarchical linear model. The major results of this study are as fallowing: 1-1. Positive Affectivity of Staff has a significant effect on perceptions of organizational politics. 1-2. Negative Affectivity of Staff has a significant effect on perceptions of organizational politics. 2-1. The interaction of supervisor and staff has a significant effect of organizational politics. 2-2. The interaction of staff and colleague has a significant effect on perceptions of organizational politics. 3-1.The interaction of staff and supervisor has moderate effect on the relationship between staff Positive affectivity and Perceptions of organizational politics. 3-2.The interaction of staff and supervisor has moderate effect on the relationship between staff negative affectivity and Perceptions of organizational politics. 3-3.The interaction of staff and colleagues has moderate effect on the relationship between staff Positive affectivity and Perceptions of organizational politics. 3-4.The interaction of staff and colleagues has not moderate effect on the relationship between staff Positive affectivity and Perceptions of organizational politics.

Recently, researchers in the organizational behavior have continued their research on the related issues in the perception of organizational politics in the hope to promote organizational trust, and thus achieve the competitive advantages of the organization. Therefore, this study is based on the revised model of the perception of organizational politics, proposed by Ferris et al. (2002), to explore the relation between the perception of organizational politics and organizational trust, and to use SPSS 17.0 and the structural equation model as verification. To re-analyze the research information provided by the research team led by Professor Chin-Ming Ho in the perception of organizational politics, there are discoveries as follows: 1. the dimension of "general political behavior" in the perception of organizational politics has a negative impact to the dimension of "trust manager" in the organizational trust. 2. the dimension of "general political behavior" in the perception of organizational politics has a negative impact to the dimension of "trust organization" in the organizational trust. 3. the dimension of "general political behavior" in the perception of organizational politics has a negative impact to the dimension of "trust colleagues" in the organizational trust. 4. the dimensions of "remain silent, waiting for the benefits" and "difference between policies and practices" in the perception of organizational politics has significantly positive impact to each dimension in the perception of organizational trust.

The associations among work values, organizational commitment, and perceptions of organizational politics, as well as mediator of the perceptions of organizational politics on the relation between work values and organizational commitment are discussed. Cross-sectional design with questionnaire, containing Survey of Work values, Orgamizational Commitment Questionnaire, and Perceptions of Organizational Politics Scale, administered to 1000 hospital employees were used in current study. Response rate was 79.4%. Multivariate analytical results indicated negative relations between perceptions of organizational politics and organizational commitment, some of work values correlated with organizational commitment and perceptions of organizational politics. Effect of upward striving, one dimension of work values, on organizational commitment may be through perceptions of organizational politics. Explanations and implications are discussed.

The study of practical politics always involves parties, ethnics, electoral structure as well as election. Likewise, the study of organizational politics is mainly related to organizational members, job environment, organizational factors and effects on performances. Few studies have ever focused on analyzing the association between practical politics and organizational politics. Accordingly, the purpose of this study is to examine whether there exists a difference between perceptions of organizational politics and organizational citizenship behaviors while practical politics is interwoven with organizational politics. This study also addresses whether the effect of perceptions of organizational politics on organizational citizenship behaviors will vary with party identification. Data for this study is drawn from the secondary data, 1632 sample size collected by Dr. Chin-ming Ho and his research team throughout 2002. It is found using the univariate analysis 1) that party identification has no significant effect on perceptions of organizational politics, 2) that part identification had significant differences in the dimension of ¡§interpersonal harmony¡¨ and ¡§protecting company resources¡¨ among organizational citizenship behaviors, and KMT-prone respondents were more significant than no-specific-party respondents, 3) that party identification showed significant differences in the dimensions of perceptions of organizational politics and organizational citizenship behaviors, 4) that the effects of party identification on the dimensions of organizational citizenship behaviors were different after perceiving organizational politics; that is, DPP & TSU -prone respondents showed great effects in the dimension of ¡§interpersonal harmony¡¨, as well as KMT & PFP -prone and no-specific-party respondents had significant effects in the dimensions of ¡§protecting company resources¡¨ and ¡§conscientiousness¡¨, and 5) that perceptions of organizational politics among respondents with different party identification had significant effects on organizational citizenship behaviors. To sum up, organizational citizenship behaviors of KMT-prone respondents were influenced less by perceptions of organizational politics, while no-specific-party respondents were influenced more by perceptions of organizational politics.

The purpose of this investigation is based on the model proposed by Ferris et al. (1989) to explore the moderating effect on the relation between the perceptions of organizational politics and job performance, intention to turnover, job involvement, job stress, citizenship behavior, job satisfaction & organizational commitment. Data collected from 1653 employees of Taiwan enterprises. The data were analyzed by applying statistical methods, including factor analysis, reliability, correlation, regression and canonical correlation analysis. The major findings of this study are as fallow: Perceptions of organizational politics were found have the negative relationships with job performance, job involvement, citizenship behavior, job satisfaction and organizational commitment; and perceptions of organizational politics were found have the positive relationships with turnover intention and job stress. Understanding, control, locus of control, type A personality and tenure with supervisor as moderators of the relationships between perceptions of organizational politics and all outcome variables was examined. Results indicated that understanding, control, locus of control, type A personality can moderate the relationship between organizational politics and outcome variables. But tenure with supervisor can not moderate the relationship between organizational politics and outcome variables.

Abstract The Antecedents of Organizational Politics Perceptions -- A Study of Western and Chinese Organization in Taiwan The purpose of this investigation is based on the model proposed by Ferris et al. (1989)to explore the influence factors of perceptions of organizational politics,including personal influences, work environment influences and organizational influences, and to examine if the perceptions of organizational politics is significant different between western and Chinese organizations in Taiwan. The sample consisted of 196 from western organization and 437 from Chinese organization. The data was analyzed by applying statistical methods, i.e., descriptive statistics analysis, reliability analysis, factor analysis, correlation analysis and regression analysis. Results showed that significant influences were observed for both western and Chinese organization to perceive organizational politics. 1. In personal factors, age, sex and type A behavior demonstrate significant influence to perceptions of organizational politics in Chinese organization but not in western organization 2. In work environment factors, automomy and feedback were found significant negative influence to perceptions of organizational politics in western organization but not in Chinese organization 3. In organization facors, democratization was found significant negative influence to perceptions of organizational politics in western organization but not in Chinese organization