For managing an enterprise, the exterior must face the fast changes of markets, technologies, and customers and the interior must communicate and coordinate among superiors, colleagues, and subordinates. Under the allocation of limited resources, members in organization usually utilize their own power to acquire the extra-benefits for protecting their own or group¡¦s benefits. The frequency and strength of political behavior occurred in the organization depend on the factors such as organizational framework and environment to be varied. Among these factors, the employee mindset is a major problem ¡]Tushman¡A1977¡^. The study uses Perceptions of Organizational Politics Model developed by Ferris et al.¡]1989¡^as research frame to discuss the effects of perception of organizational politics on job satisfaction, job pressure, Job involvement, and turnover tendency of organizational employees: do Perceptions of Organizational Politics vary in different industries and if there is a difference in the degree of Perception of Organizational Politics of employee¡¦s behavior in different industries. In the study, Perceptions of Organizational Politics Scale (POPS) totals 26 items which adopt 15 items from POPS of Kacmar & Carlson (1992) plus 11 items out of 31 items of Kacmar & Ferris (1992). After factor analysis, the POPS is divided into four perspectives: ¡§superior behavior¡¨, ¡§go along to get ahead¡¨, ¡§promotion and difference between policy practice and execution ¡¨ and ¡§coworker and clique behavior¡¨. The objectives of the study are ¡§public and private hospital¡¨, ¡§private high technology industry¡¨, ¡§private traditional manufacturing industry¡¨, ¡§public service industry¡¨, ¡§government agency¡¨ and ¡§public and private school¡¨. A total of 1141 questionnaires were mailed to the firms of industries described above, among the returned, 935 questionnaires were effective. The data were analyzed by Correlation Analysis, Reliability Analysis, Factor analysis, ANOVA , and Regression Analysis. The results show as the followings: 1. ¡§Sex¡¨, ¡§Age¡¨, ¡§education level¡¨ and ¡§tenure¡¨ of individual variables have no significant difference in Perceptions of Organizational Politics. 2. The results of the whole sample analysis confirm that Perceptions of Organizational Politics in the elementary employees are higher than that in the superiors. 3. In the study of cross-organizational comparison, It is found that in different industries Perceptions of Organizational Politics indeed cause negative effects on job satisfaction and job involvement, which make employees produce job pressure and increase the intention to leave. 4. The degree of Perceptions of Organizational Politics in employees varies in different industries, among surveyed industries, the Perceptions of Organizational Politics in ¡§public and private hospital¡¨ are highest. 5. ¡§Superior behavior¡¨ is the most important reason to cause employees¡¦ job unsatisfaction, job pressure and turnover tendency in different industries. 6. The study shows that ¡§coworker and clique behavior¡¨ has no significant effect on employee¡¦s job satisfaction, job involvement and turn over tendency, however, it is the main source of employee¡¦s job pressure in ¡§private high technology industry ¡¨and ¡§government agency¡¨. 7. ¡§Salary, Promotion and difference between policy practice and execution ¡¨ is the major reason for employees in ¡§private traditional manufacturing industry¡¨ to decease the intention of job involvement. It means that employees in ¡§private traditional manufacturing industry¡¨ than that in other industries care salary, promotion and difference between policy practice and execution. 8. Employees in ¡§public service industry¡¨ and ¡§public and private school¡¨ have higher level of job satisfaction than other surveyed industries. 9. Employees in ¡§public and private hospital¡¨, ¡§private traditional manufacturing industry¡¨ and ¡§private high technology industry¡¨ have higher job pressure than other surveyed industries. 10. Employees in ¡§private high technology industry¡¨, ¡§public and private school¡¨ and ¡§public service industry¡¨ have higher intention of job involvement than other surveyed industries. 11. Employees in ¡§private traditional manufacturing industry¡¨ and ¡§public and private hospital¡¨ have higher turnover tendency than other industries. The results of the study confirm that Perceptions of Organizational Politics indeed cause negative effects on employee¡¦s job satisfaction and job involvement, bring employees job pressure, result in decrease of job morale, and further increase the intention to leave. At this time, it depends on managers how to develop their own creativity and carry out strategic integration to gather the organizational members together. So a high performance team can be built to increase the competitive ability of the enterprise.

Members¡¦ political behaviors in organizations often influence the decision of Human Resources on members¡¦ salary or promotion. After perceiving organizational politics that might alter their expected job reward and performances, in the short run, employees might react negatively and lead to behaviors such as reduction of job involvement, dissatisfaction, job anxiety, as well as absentness. In the long run, there will be increasing turnover. The purpose of this study is to understand the relationship among Perception of Organizational Politics (POPs), Turnover Intention and Job Satisfaction. Through empirical survey data analysis, the findings are as follows: 1.There is no relationship between gender and turnover intention. 2.Members¡¦ age is negatively correlated with their turnover intention. 3.The turnover intentions of college & university graduates are lower than those with less education. 4.Members who are single have a higher turnover intention, compared with those of married members. 5.Members with longer tenure have a lower turnover intention. 6.Managers¡¦ turnover intention is lower than those with non-manager positions. 7.Members with higher POPs also tends to have higher turnover intentions. 8.Members with higher POPs have lower job satisfaction. 9.Job Satisfaction serves as an intervening variable, partially mediates the relationship between members¡¦ POPs and their turnover intentions.

The purpose of this research is to examine the relationship between perceptions of organizational politics and job satisfaction. This research also deeply investigates the variables that moderate the perceptions of organizational politics-. These variables are understanding, control, locus of control, type A personality and the tenure working for supervisor. The objects of this research are public and privacy organizations. The sample consisted of 1643 employees selected from diverse organizations. The data was analyzed by statistical methods are descriptive statistic, t-test, ANOVA, correlation analysis, factor analysis, reliability analysis, regression analysis and hierarchical regression analysis. The major results of this study are as following: The perceptions of organizational politics were found have a negative relationship with satisfaction. This finding also indicated that understanding and control moderated the relationship between the perceptions of organizational politics and job satisfaction. However, locus of control, type A personality and tenure working for supervisor don¡¦t have moderate effect in the relationship between perceptions of organizational politics and job satisfaction.

This research relies on Ferris et al. (2002) proposed the organization politics perceptions revision model, the discussion organization politics behavior, between the organization citizen behavior, the political skill and the organization politics perceptions 's relations, and further confirm the political skill in the political behavior, the organization citizen behavior to organize the political perceptions the disturbance effect. This research take the Taiwan area 40 institutions as an object, altogether recycles 1,940 questionnaire, the effective questionnaire is 1,890, respectively by methods and so on item analysis, factor analysis, reliability analysis, correlation analysis, multiple linear regression and hierarchical regression analyzes. The findings discovered: (¤@) the political behavior, the political skill and political perceptions are not remarkable are related, the citizen behavior and political perceptions present negative remarkable related, the political behavior, the citizen behavior and the political skill present postive remarkable related; (¤G) the political skill assumes the remarkable disturbance between the political behavior and political perceptions, the political skill does not have disturbance of effect the whole to the citizen behavior and organization politics perceptions, the political skill ¡§pay and promotion policies¡¨ to the citizen behavior and organization politics perceptions it to assume the remarkable disturbance effect.

This research relies on the organization politics perceptions revision model proposed by Ferris et al. (2002). It discussed the relationships of the organization politics perceptions, organizational commitment, job satisfaction, job anxiety. It also finds out the effects of personality (moderating variable) between perceptions of organizational politics and response variables. This research takes 40 institutions of Taiwan as objects, and received 1,940 questionnaires, including 1,890 effective questionnaires. Then we analyze the data by using the following methods: item analysis, factor analysis, reliability analysis, correlation analysis, multiple linear regression and hierarchical regression analyzes. The conclusions are as below: Firstly, the organization politics perceptions and organizational commitment are fractional positive related; the organization politics perceptions and job satisfaction present negative remarkable related; the organization politics perceptions and job anxiety present postive remarkable related. Secondly, personality affects the organization politics perceptions and organizational commitment or job satisfaction, but does not affect the organization politics perceptions and job anxiety.

This research relies on Ferris et al.¡]2002¡^ perceptions of organizational politics revision model, discussion ¡§perceptions of organizational politics¡¨ right ¡§organization politics behavior¡¨ influence, and further confirms ¡§understanding¡¨, ¡§perceived control¡¨ and ¡§locus of control¡¨, ¡§type A personality¡¨, ¡§general self-efficacy¡¨ and ¡§job self-efficacy¡¨ and so on personal characteristics to be right ¡§perceptions of organizational politics and the organization politics behavior relations¡¨ the disturbance effect. This research altogether provides 2,133 questionnaire, recycles 1,940 questionnaire, the effective questionnaire is 1,890, the findings discovered: 1.Perceptions of organizational politics is not remarkable to the organization politics behavior is related. 2.¡§understanding¡¨, ¡§perceived control¡¨ and ¡§locus of control¡¨, ¡§type A personality¡¨, ¡§general self-efficacy¡¨ and ¡§job self-efficacy¡¨ and so on personal characteristics to be right ¡§perceptions of organizational politics and the political behavior¡¨ the part assumes the remarkable disturbance. 3.The salary is promoted the policy and the actual execution disparity too big strengthening perceptions of organizational politics existence, produces the perceptions of organizational politics important ingredient, then causes the organization members to seek a bigger advantage using the political behavior.

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.

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.

Aim To understand why organizational barriers exist during the development of information management systems or enterprise applications. . This study investigates if organizational barriers actually occur and if so, how we can understand these phenomena. Method Deductive research and exploratory research. Secondary research is evaluated how it is applicable in practice. Qualitative research was applied across multiple subsidiaries. Standardized interviews were conducted among 30 interviewees. As it is exploratory research, this is sufficient to present certain patterns and indications. To support this method, Criterion-based sampling has been applied to ensure appropriate units for this study. Results & conclusion In a competitive environment, subcultural groups tend to be formed to protect similar interests. Rewards were based on power and achievements. By forcing accomplishment of the implementation of the information management system, groups would be rewarded. Others would be negatively affected. Therefore individuals and groups would act on behave of their own even if they would harm co-workers with their actions. Especially, groups without decision power were highly affected by these negative effects. Organizational politics controls the organization’s power. Counter-implementation strategies were identified; when groups tried to act on behave of the shareholder and customers to influence the decision-makers. After many delays, they were unable to prevent the integration of a new Information management system.

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.