The purpose of this investigation is based on the revision model proposed by Ferris et al.(2002) , the discussion relates to the influence of perceptions of organization politics on Organizational Cynicism and on Organizational Citizenship Behavior. The sample consisted of 1890 employee selected from 40 organizations covering 9 industrial sectors in Taiwan. The data were analyzed by descriptive statistics, item analysis, reliability analysis, factor analysis, correlation analysis, regression analysis and hierarchical regression analysis. The major results of this study are as fallowing: 1. Perceptions of organizational politics has a significant effect on organizational cynicism. 2. Perceptions of organizational politics has a significant effect on organizational citizenship behavior. 3. Understanding has a moderate effect on the relationship between perceptions of organizational politics and organizational cynicism. 4. Understanding has a moderate effect on the relationship between perceptions of organizational politics and organizational citizenship behavior. 5. Perceived Control has no moderate effect on the relationship between perceptions of organizational politics and organizational cynicism. 6. Perceived Control has moderate effect on the relationship between perceptions of organizational politics and organizational citizenship behavior.

This study is based on the fundamentals of Perceptions of Organizational Politics¡]POP¡^proposed by Ferris, Adams, Kolodinsky, Hochwarter & Ammeter¡]2002¡^. We use the Hierarchical Linear Modeling to verify the relationship between the personal and job/work environment factors and POP. The personal factors include positive and negative affectivities, and job/work environment factors include accountability and feedback. The results showed a significant relationship between the affectivities of employees and POP. The positive affectivity was in a negative correlation with the POP while the positive affectivity was in a positive correlation. The job/work environment had a good relationship with POP as well. The job feedback showed a negative correlation POP while job accountability showed a positive correlation. However, the current study showed that the relationship between employees' affectivity and POP was not influenced by the job feedback and job accountability.

This purpose of the research is mainly at the investigation of the relationship between the perceptions of organization politics and career plan of HR. Moreover, we discuss that ¡§self-monitor¡¨ and ¡§political skill¡¨ had the moderating effect on the relationship between perceptions of organization politics and career plan of HR or not. The results give insights for theory building and give references for human resource development practice. We send out 199 questionnaires and get 175 returned ones. The return rate is 87.93%. The data respectively by methods and so on factor analysis, reliability analysis, ANOVA, t-test, correlation analysis, multiple linear regression and hierarchical regression analyzes. The result is indicated as below: ¤@¡BThe perceptions of organization politics and career plan of HR are portion related. ¤G¡BThe self-monitor does not have disturbance of effect the whole to the perceptions of organization politics and career plan of HR. ¤T¡BThe political skill does have portion disturbance of effect the whole to the perceptions of organization politics and career plan of HR.

This thesis explores engagement in organizational politics among managers. There is increasing recognition that organizational politics are ubiquitous in organizational life and critically important in managerial roles. Drawing on micro perspectives in extant literature on organizational politics, this research attempts to better understand managerial engagement in politics by focusing not only on managers’ ability to engage in politics, but also on their willingness to do so. As such, the research examines what managerial political will and political skill entail, as well as how political will and skill develop. In doing so, special consideration is paid to gender, an aspect largely ignored in extant research on organizational politics. Adopting a qualitative exploratory approach, the empirical study consisted of semi-structured interviews with 38 managers (20 women and 18 men) in two global companies. The thesis makes four key theoretical contributions. First, it conceptualizes and identifies three dimensions political will, a previously neglected factor pertaining to managerial political engagement. Second, the study reconciles and refines the dimensionality of political skill, as related to existing models in field. Third, the thesis introduces a novel developmental perspective on political will and skill, proposing an initial model of political maturation. This model outlines three stages of political maturation by mapping out developmental patterns in managers’ political will and skill. The model also identifies triggers of political maturation. Finally, the thesis unpacks the role of gender in managers’ political will, skill and their maturation, demonstrating the importance of making gender visible and voiced when investigating managers’ engagement in organizational politics. In articulating these contributions, the study thoroughly accounts for the impact of organizational context on the political will, skill and maturation journey of male and female managers.

The present research was developed to reexamine the factor structure of the Political Skill Inventory (PSI), expand upon the political skill behavioral taxonomy to include charisma, and provide validity evidence for both the PSI and our new measure of charisma. In study one, using a large undergraduate student sample, confirmatory factor analysis provided evidence for a three factor structure of political skill. Charisma and networking ability were identified as unique factors of the political skill construct domain while PSI dimensions of social astuteness, interpersonal influence, and apparent sincerity collapsed to form a single dimension. Study One results also indicated a strong positive relationship between self-reports of political skill, charisma, and OCB. In Study Two, using a sample of public-sector triads consisting of professional level employees, their coworkers and their supervisors, mixed support was found for the convergent and divergent validity of the four PSI dimensions and charisma across reporting sources. As hypothesized, political skill predicted supervisor reports of overall job performance, task performance, and OCB. Charisma contributed to the prediction of supervisor ratings of overall performance and task performance after controlling for PSI total scores. At the dimensional level, social astuteness and charisma demonstrated the strongest predictive validity across all study criteria. Social astuteness and charisma also demonstrated a significant interaction when predicting supervisor ratings of overall performance and task performance. This interaction indicated that social astuteness plays more of a role in predicting job performance for employees low in charisma than for employees high in charisma. As an addition to the second study, the ability of the PSI and charisma to predict performance ratings was compared against an abridged version of a situational judgment test assessing practical intelligence, the Tacit Knowledge Inventory for Managers (TKIM; Wagner and Sternberg, 1991). After controlling for PSI total scores and charisma, the TKIM provided a modest contribution to the prediction of supervisor ratings of overall performance. Implications of these findings and directions for future research are provided.

A lack of research surrounding the contextual factors that either facilitate or impede the progress of developing learning capabilities in organizations suggests that researchers have yet to examine such issues. Indeed, despite a plethora of information on the trust, politics, and learning constructs, researchers have yet to explore these variables in conjunction with one another. While literature regarding organizational learning has grown substantially over the last decade, studies continue to investigate a common set of established factors that support the development of this practise. This study will explore the complex relationships between trust, politics, and learning, as well as the influence on building employee commitment and reducing turnover intentions. Results from the study provide the basis for the development of an integrative framework that illustrates how contextual factors influence organizational learning capability and in turn, the effects that developing learning capability can have on other organizational processes.

A lack of research surrounding the contextual factors that either facilitate or impede the progress of developing learning capabilities in organizations suggests that researchers have yet to examine such issues. Indeed, despite a plethora of information on the trust, politics, and learning constructs, researchers have yet to explore these variables in conjunction with one another. While literature regarding organizational learning has grown substantially over the last decade, studies continue to investigate a common set of established factors that support the development of this practise. This study will explore the complex relationships between trust, politics, and learning, as well as the influence on building employee commitment and reducing turnover intentions. Results from the study provide the basis for the development of an integrative framework that illustrates how contextual factors influence organizational learning capability and in turn, the effects that developing learning capability can have on other organizational processes.

Political behavior prevails in organizations. Recently, organization researchers dedicate themselves to the issues related to perceptions of organization politics. The motivation of those organization studies is nothing more than the willingness of improving organization commitment, in turns to enhance long-term competitiveness in organizations. This study is based on the Revised Model of Perceptions of Organizational Politics, Ferris et al (2002), to discuss the relationship among perceptions of organizational politics, organizational commitment, job satisfaction and organizational cynicism. The study also examines whether the perceptions of organizational politics through mediating effects, job satisfaction and organizational cynicism, will influence organizational commitment. After using structural equation modeling¡]SEM¡^ to analyze the research data in 2008, provided by Political Perception Research Team, which is led by Prof. Chin-Ming Ho, the new findings include: 1.For the influence of perceptions of organizational politics to organization commitment: ¡§general political behavior¡¨ shows a significant positive correlation; for ¡§go along to get ahead¡¨, it is not notable; regarding ¡§pay and promotion policies¡¨, it represents significant negative correlation.. 2.There is significant negative impact between perceptions of organizational politics and job satisfaction. 3.There is significant positive impact between perceptions of organizational politics and organizational cynicism. 4.Job satisfaction has positive impact to organizational commitment. 5.Organization cynicism has negative impact to organizational commitment. 6.Job satisfaction and organizational cynicism are the mediators of organizational commitment and perceptions of organization politics.

This study is based on the fundamentals of Perceptions of Organizational Politics (POP) proposed by Ferris et al. (2002). We use the SPSS 15.0 and the structural equation modeling (SEM) to verify the relationship between the POP and the turnover intention. And we further confirm the mediating effects of job anxiety and organizational cynicism. 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. We further use of the SEM to measure the relationship amongst the constructs. The results of this study are as following. Perception of organizational politics has a significant effect on turnover intention. Perceptionsof organizational politics has three measured dimentions. Both measured dimentions of gerenal political behavior and organization policies and practices present positive effect on turnover intention. Measured dimention of go alone to get ahead presents negative effect on turnover intention. Perception of organizational politics and job anxiety present positive remarkable related. Perception of organizational politics and organizational cynicism present positive remarkable related. Job anxiety has a significant moderate effect on the relationship between perceptions of organizational politics and turnover intention. Organizational cynicism has a significant moderate effect on the relationship between perceptions of organizational politics and turnover intention.

This investigation is followed Ferris et al. (2002) proposed revised modeling of organizational politics perceptions, and based on structural equation modeling to study the relationship between perceptions of organizational politics and job performance, and the relationship between organizational commitment and job satisfaction. Further research whether the perception of organizational politics influence job performance by the mediating effects of organizational commitment and job satisfaction. A survey research is conducted using the analysis data of Professor, Mr. Chin-Ming Ho research group of perceptions of organizational politics in 2008. After evidence-based results, the findings are as follows: 1. Perceptions of organizational politics has no significant effect three dimensions, "general political behavior", "going along and getting ahead", "the difference between politics and practices", of job performance . 2. Perceptions of organizational politics has no significant effect on "general political behavior" of organizational commitment, but has negative effect on "going along and getting ahead" and "the difference between politics and practices". 3. Perceptions of organizational politics has significant negative effect on job satisfaction. 4. Organizational commitment has positive impact on job performance. 5. Job satisfaction has positive impact on job performance. 6. Organizational commitment and job satisfaction are the intervening variables for perceptions of organizational politics and job performance.