Political behavior does exist in organizations. Perceptions of organizational politics affect decision-making of many issues in human resource departments from promotions to salaries. When members of organizations realize that political behavior will affect their promotions and salaries, thereby not fulfilling their expectations; the resulting perception may potentially bring an adverse effect on their work ethic. In recent years, many studies have taken place on the perceptions of organizational politics and its negative effects, the studies not only took objective environmental factors into consideration but also examined the subjective personal factors. Thus, the purpose of this study is to measure the effects of the organization¡¦s member¡¦s awareness of the existence of political behavior on work stress, and to examine if intervening variables, such as, ¡§Type A personality¡¨, ¡§locus of control¡¨, ¡§understanding¡¨, and ¡§control¡¨, would modulate the adverse effects of their perceptions of organizational politics on work stress. Four national financial institutions were the recipients of this study, from whom 280 valid copies were received. The use of methodology includes factor analysis, reliability analysis, correlation analysis, regression analysis, and hierarchical regression analysis. The survey indicated that a) the perceptions of organizational politics have adverse effects on work stress, b) Type A personality, locus of control, and control, have remarkable modulating effects on the relationship between the perceptions of organizational politics and work stress in terms of under-utilization of skill, c) locus of control has significant modulating effects on the relationship between the perceptions of organizational politics and work stress in terms of work overload.

This investigation uses the model proposed by Ferris et al.(1989)to study the relationships among the perceptions of organizational politics, organizational influences, work environment influences, personal influences, & study the relationships among the perceptions of organizational politics, job satisfaction , job stress, organizational commitment ,work performance , job involvement, organization citizenship behavior ,turnover intention. Understanding & perceived of control as moderators to influence perceptions of organizational politics & outcome variables were examined. The sample consisted of 2559 employee selected from 36 organizations of 9 industries in Taiwan. The data were analyzed by applying statistical methods, including factor analysis, reliability, correlation, regression & multiple linear regression. The major findings of this study are as fallow: Perceptions of organizational politics were found have a negative relationship with organizational influences, & positive relationship with Machiavellians & hierarchical level of personal influences as well. Perceptions of organizational politics were found have a positive relationship with job stress. Understanding & perceived of control as moderators of the relationships between perceptions of organizational politics & employee¡¦s work performance, organization citizenship. Perceived of control as a moderator of the relationships between perceptions of organizational politics & job satisfaction, job stress, organizational commitment, and work performance, organization citizenship behavior.

This investigation uses the model proposed by Ferris et al.¡]1989¡^, the sample consisted of 802 employees selected from a big organizations in Taiwan. The data were analyzed by applying statistical methods, including factor analysis, reliability, correlation and multiple linear regressions. The process of study was divided into two stages and carry on real example analysis and accordance with the analysis result to offer management suggestions. In the first stage, studying the relationships among the perceptions of organizational politics , employee¡¦s personal influences¡Morganizational influences¡Mjob/work environment influences in T company. In the second stage, studying the relationships among the perceptions of organizational politics and organizational citizenship within T Company. The results of this study in summary are: 1. Personal factor has effects on POPs with respect to all its three dimensions. 2. Organizational factor has effects on POPs with respect to all its three dimensions. 3. POPs has effects on Organizational Citizenship Behavior with respect to all its three dimensions.

Abstract This study examined the Perceptions of Politics Model ¡]Ferris, Russ and Fandt, 1989¡^to investigate whether understanding and perceived control might alleviate the negative influence of perceptions of organizational politics. The Model was tested on data collected from 482 employees of a food organization indicated that employees¡¦ Perception of organizational politics related negatively to job involvement, job satisfaction and organizational commitment, also related positively to job stress. By using multiple regression analysis on the data revealed that perceptions of organizational politics are to address negative impact of job involvement, job satisfaction and organizational commitment, in addition, perceptions of organizational politics are more strongly impacted to job stress. Understanding and Perceived Control as moderators of the relationships between perceptions of organizational politics and several outcome variables were examined. Results of hierarchical moderated regression analysis indicated that understanding and Perceived Control were significant predictors. Understanding moderated the outcome relationship between politics and organizational commitment, meanwhile, Perceived Control only moderated the outcome relationship between politics and job involvement.

The Perceptions of Politics Scale (POPS) that the researchers use to measure organizational politics vary greatly among different scholars of different countries. Even the inventors, (Kacmer & Ferris) themselves were inconsistent in using the measurement scales. Therefore, the motive and purpose of this study were to construct generalizability, confirmation, validity scale, the predictive relations between the perceptions of organizational politics and job stress, effect of the cross-sample and cross-circumstance so as to apply the model to other sampling population, hoping to faithfully reflecting the variables observed in them. This study used the scale of 26 items collected by Dr. Ho Chin-ming et al. using the statistics of 2002 and 2003 measured among 36 organizations of 9 industries in Taiwan. A total of 6,143 questionnaires (return rate of 63.44%) were used. Up to 82.9% of the valid questionnaires were adopted in the final analysis. The data were analyzed by applying statistical methods, including item analysis, reliability (Cronbach¡¦s £\), consistency corrected item-total correlation, alpha if item deleted and exploratory factor analysis for data-reduction. The structural model for POPS was empirically derived and developed. Model development strategy was used to choose the best from four measurement models, all 25 items mapping to one factor (perceptions of organizational politics), five factors retained, three factors retained (19 items), four factor retained (17 items). All were competing models. One measurement model was job stress. First order of hybrid model and second order of hybrid model forecast relationship between the perceptions of organizational politics and job stress. The result of hybrid model factors produced the most parsimonious set of items of acceptable reliability as the best model chosen. Models needed to follow, model specification, parameter estimates ( factors were analyzed and mean values for each item across the factors were calculated ), model identification, t-rule and overall model-fit (e.g., absolute fit indexes: £q2, df, GFI, SRMR, RMSEA & ECVI; relative fit indexes: NFI, NNFI, CFI, IFI & RFI; parsimonious fit indexes: PNFI, PGFI, AIC, CN & Normed £q2) using the available LISREL indicators. The result of using discriminating validity measure ¡¨supervisor behavior¡¨ and ¡§coworker and clique behavior¡¨ indicates that they are different constructs. Criterion-related validity measure is also distinct form criterion. Discriminate validity measures three factor and four factor model which are unidimension. The chi-square difference test comparison of three and four factor model is significant. Indicators of AIC, ECVI, CAIC and double cross-validation indicate the first order hybrid model is the best model chosen by the study. Loose replication strategy and tight replication strategy of cross-validation indicate model effect of the cross-sample and cross-circumstance and extension to other sampling population.

In the recent years, the financial tendency in Taiwan towards merging banks into financial holding companies. Traditional banking services, i.e. deposit saving and loan, have been replaced by the most popular consumer financial products such as cash card and credit card. In order to adapt to the rapid changing financial trends, a more flexible and accurate information system will be an imperative for the management levels. The mainframe systems, the most popular system in the banking industry, have been challenged by the open systems of client-server architecture. This research is to explore the critical success factors of the multi-sections collaboration in a system reengineering project. This exploratory study adopts case study method. It takes in-depth interviews with fourteen IT supervisors and executives from the case-study bank. After summarizing and analyzing the related factors, the conclusions are as followed. 1. Set up checkpoints in the project development process, and review the utilization of resources including human resources, cost and programming quality. 2. At least, there is a team member who masters the system to be replaced and the network system in order to fully understand the merit and defect of the replaced system. 3. For IT professionals who are already provided with banking related knowledge and information technology, they need a charismatic project leader. 4. Except for traditional communication of interpersonal behaviors, leaders can adopt new technology such as wide-band conference or distant VOD (voice on demand) to reinforce the communications among members who are located in different places. 5. Avoid conflicts and direct them to cooperation. Discover the events and problems that cause the conflicts and target on problem solving levels. 6. In the internal organizational structure levels, divide and adjust them into well-structured divisions or sections. As for the external levels, project departments should be set up for these specific projects. 7. Leaders should present the project plans and steps to all the involving IT staff before the project initiates, in order to bring all the project members with participation and responsibility.

Abstract It is difficult to exam whether the employees¡¦ perceiption of political behavior in an organization has negative influence on their extra-role behavior. However, facing such difficulties, many researches in management field are still interested in investigating organiztional political behavior. Previous studies found that when employees perceive organizational political behavior, their trust towards orgnizations would decreased and their organizational citizen behavior (OCB) would be lessen. Even though at certain degree, OCB is not significantly related to the formal work assignments and performance evaluation, OCB is not only essential to contexual performance, but also influential to self efficacy and work efficiency. This study aims to explore the difference of employees¡¦ perception of organizational political and OCB in different organization types of international business and local companies in Taiwan. It is also to investigate whether the management styles in international business and in Taiwanese companies would have different impact on employees¡¦ perception of political behavior, and cause different OCB. The research results indicate that first of all, in both international and local Taiwanese companies, management styles have influence on OCB, while the democratic leadership is more effective than the paternalistic leadership. It is also found that political behavior in organizations has impact on OCB, while the organizations without political behaviors have better performance. Secondly, in the international companies, the management styles have significant interaction effect on political behaviors in organizations and OCB; under the democratic leadership, there is less political behaviors and therefore has more effective OCB. Lastly, in the local companies, the management styles have significant interaction effect on political behaviors in organizations and OCB; under the democratic leadership, the less political behaviors does not lead to effective OCB. keywords¡Gmanagement styles, organizational citizen behavior (OCB), Organizational Politics Perceptions, paternalistic leadership, democratic leadership

This study investigates the relationship between upward influence tactics and job satisfaction from the Kaoshong city bus, According to the results of analyses conducted on data collected from 282 employees. The six individual difference variables examined were gender, age, marriage, tenure, position, and education. Results indicated the importance of upward influence tactics and individual differences on assessments of job satisfaction as follows: Dimensionality of Organizational Politics Behaviors The responses to the upward influence of organizational politics behaviors were subjected to principal components analysis with Varimax rotation. A three-factor solution was found to be most interpretable, with loadings of .50 and above used as an item retention criterion, resulting in a total of 21items being retained across the three tactical importances. It is comprised three subscales: (1)Rational Persuasion,(2)association,(3)Political tactics. Relationship between individual difference and Upward Influence of Organizational Politics Behaviors 1.Male¡¦s ¡§Association¡¨ behavior is stronger than female. 2.Clerk¡¦s ¡§Rational persuasion¡¨ behavior is stronger than driver and employee, and employee¡¦s ¡§rational persuasion¡¨ behavior is greater than driver. 3.Clerk¡¦s ¡§Political tactics¡¨ behavior is stringent than driver and employee. 4.Bachelor¡¦s level of education¡¦s ¡§Rational persuasion¡¨ behavior is stronger than the other¡¦s level of education. Relationship between Upward Influence Behavior and Job Satisfaction Except the association political behavior of upward influence There is no any relation to the job satisfaction. Control some personal characteristics variable, reported special relationships 1.Reported positively correlations between ¡§Political tactics¡¨ and ¡§Special job satisfy¡¨ with male. 2.Reported positively correlations between ¡§Association¡¨ and ¡§Internal job motive¡¨ with junior. 3.Reported positively correlations between ¡§Political tactics¡¨ and ¡§Special job satisfy¡¨ with junior.

In the process which organization creates value, because of blurred target, limited resources, environmental change, non-procedure decision making, members¡¦ personality, values, difference of perception, and selfish nature of mankind, individuals hunt for benefits and pile up resources to create more power and effect, and then political behavior of organization was born. But on the other side, some people think that political behavior is effective management. So when organization members have perception on political behavior, the behavior and attitude will make influence on organization. This research tries to compare and analyze the relationship and effect of perceptions of organizational politics on organizational commitment, job performance, and organizational citizenship behavior between public and private enterprises members. The research objects include government organization, armed forces, national business, teaching and administrative staff, service trade, manufacturing industry, finance business, science and technology business. The number of questionnaires we mailed to research objects was 1,459. The number of valid questionnaires was 1,187, including to the publicly-owned business (384) and the private enterprise (803). The results of research are as follows¡G (1) The political perceptions of public and private enterprises members and organizational commitment have significant negative correlation. The related degree in publicly-owned business is higher than private enterprise. The supervisor behavior (independent variable) influences political perceptions most. And the affective commitment (dependent variable) explains most. (2) The perceptions of organizational politics and job performance for publicly-owned business members have non-significant negative correlation. The perceptions of organizational politics and job performance for private enterprise members have significant negative correlation. The pay and promotion policies influence most. The contextual performance explains most. (3) The perceptions of organizational politics and organizational citizenship behavior for public and private enterprises members have significant negative correlation. The related degree in private enterprise is higher than publicly-owned business. The independent variable in publicly-owned business, go along to get ahead influences political perceptions most. The independent variable in private enterprise, pay and promotion policies influence political perceptions most. Both about the dependent variables can explain organizational public-profit behavior most.

Abstract¡GThis investigation uses the model proposed by Ferris et al.,¡]1989¡^to study the relationships among the perceptions of organizational politics , employee¡¦s personal influences¡Morganizational influences¡M job/work environment influences in domestic enterprises. The sample consisted of 430 employee selected from five service organizations in Taiwan. The data were analyzed by applying statistical methods, including factor analysis, reliability, correlation and multiple linear regression. The major findings of this study are as fallow: Perceptions of organizational politics were found have a negative relationship with age¡Mtenure¡Meducation¡Mhierarchical level¡Morganizational formalization¡Mskill variety¡Mjob autonomy¡Mjob feedback¡Mrelationship with supervisor¡Mrelationship with coworker and a positive relationship with organizational centralization. Those employee with high Machiavellians¡Mtype A personality or external locus might feel higher perceptions of organizational politics.