During decades, the definitions of organizational politics are different by many researches of organizational politics. And also, the limitations of behave of organizational politics are in confusion or divisive. In an enterprise¡¦s business, the employer may demand his¡]her¡^staff to work well, however, his or her staff may work in accordance with politic behave within organization. The problems are that what kind of environment shall make the staff to act relative response to it so-called ¡§Consciousness of fact¡¨ but not for ¡§Reality of fact¡¨, and what concerns shall be involved about? These issues are worthily to study. I, the author currently serving in finance industry, I¡¦ve felt that there are great shocks generated or gave directly to the organizational tradition culture or employee¡¦s mental adjustment of finance organization since the stipulation of ¡§Finance Control Law¡¨ for which has forced the existing financial organizations to adopt combination or consolidation measures. This study has proposed two domestic and large-scale of private finance organizations for verification. The sampling of separated levels ratio is applied, 286 questionnaires were issued and 251 questionnaires were availably replied. Before final verification, these questionnaires were statistically analyzed by difference, relativity and multi-recovery etc, and following points were concluded. 1. After explorative research, the organizational politics consciousness is mainly divided as three aspects. ¡]1¡^The behave of political consciousness for high rank and colleague. ¡]2¡^The behave of political consciousness for qualification promotion policy ¡]3¡^The behave of political consciousness for silence with personal benefit. 2. The difference of individual variety to organizational politics consciousness. ¡]1¡^Age, qualification and leadership are totally have obvious difference to organizational politics consciousness. ¡]2¡^Leadership has obvious difference to the three aspects of organizational politics consciousness respectively. ¡]3¡^Age only has obvious difference to the aspect of high rank and colleague, of organizational politics consciousness. ¡]4¡^Qualification hasn¡¦t obvious different to the three aspects of organizational politics consciousness. 3. The outcome of influential assumed verification Follows were found after multi-recovery analysis¡G Individual variety¡]Markivillism, A type human characteristic, leadership¡^ Organization¡¦s construction¡]Specialization¡^ Working feature¡]Interactive relation, promotion opportunity, integration¡^ Upon explanation, the seven varieties above have 41.2% variety volume relatively to the organizational politics consciousness.

The main purpose of this research, which are based on Ferris, Adams, Kolodinsky, Hochwarter, & Ammeter, (2002). revised model, is to explore the relationship between perceptions of organizational politics and the member of position, the member of tenure, the formalization, and the centralization. There are 2133 questionnaires provided from public and private hospitals, public and private schools, government agencies, public and private service industries, manufacturing, private financial institution, the high-tech industries and traditional industries. Questionnaires¡¦ response rate are 91.0%. Available response rate are 88.6%. The data were analyzed by descriptive statistics, reliability analysis, correlation, and hierarchical linear model. The major results of this study are as following: 1. The member of position has a significant effect on perceptions of organizational politics. 2. The member of tenure has no effect on perceptions of organizational politics. 3. Formalization has no effect on perceptions of organizational politics. 4. Centralization has a significant effect on perceptions of organizational politics. 5. Formalization has no moderate effect on the relationship between the member of position and perceptions of organizational politics. 6. Formalization has no moderate effect on the relationship between the member of tenure and perceptions of organizational politics. 7. Centralization has no moderate effect on the relationship between the member of position and perceptions of organizational politics. 8. Centralization has no moderate effect on the relationship between the member of tenure and perceptions of organizational politics.

Based on the model of Perceptions of Organizational Politics by Ferris, Russ and Fandtand (1989), this study tries to understand, through ¡§party identification¡¨ as a moderator variable, whether party identification in practical politics has a managerial insight in organizational politics. Accordingly, the purpose of this study is to examine the relationship between perceptions of organizational politics and organizational commitment, as well as whether party identification has a moderating effect. 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 multivariate analysis 1) perceptions of organizational politics are negatively associated with organizational commitment, 2) perceptions of organizational politics are negatively associated with normative commitment, 3) perceptions of organizational politics are negatively associated with affective commitment, 4) perceptions of organizational politics are partially positively associated with continuance commitment 5) perceptions of organizational politics have a significant effect on organizational commitment in every dimension, 6) party identification has no significant differences in perceptions of organizational politics and organizational commitment, 7) party identification has a moderating effect on perceptions of organizational politics and organizational commitment; namely, the difference of party identification has a significant effect on perceptions of organizational politics and organizational commitment.

Abstract In recent years, many enterprises¡¦ organization structure were toward gradually to the ¡¥flat¡¦ from pyramid-like hierarchical system for avoiding slowdown in transmitting information and implementing any decision, and tended to have teamwork instead of individual workforce, from those employees gained more power to involve in the organization decision. And, such trend led to the increase of interaction and reliance on each member or divisions of organization. Yet, the increment of job overlap meant overlap in job performance, the manner of ¡¥selfish¡¦ human beings have plus independence of individual job triggered the fight of power and benefits, the political behaviors, ¡¥contending prize shifting blame¡¦, were emerged from ¡§employee-employee¡¨ even ¡§employee-supervisor¡¨. Perceptions of organizational politics are engaged in research in employee¡¦s feeling about the political behaviors in his working environment. For years, there¡¦re various definitions about organizational politics proposed by researchers in this field, organizational politic behaviors as well. In running business, employees are required good job attitude by employer, but on the other hand, employees are accompanied the rising of political behaviors in organization. What environment would result in action taken by people ¡¥perception of fact¡¦, not ¡¥truth of fact¡¦, after all, what consequence would it be taken? That¡¦s worthy of consideration. The mainframe of this research is based on the variables of perceptions of organizational politics model proposed by Ferris et al (1989), the domestic public¡Bprivate enterprises are the examined objects, studying the variables influence on perceptions of organizational politics, and the difference between public and private employees to perceptions of organizational politics. Issued 3651 questionnaire, the sample consisted of 2306 employee; the collecting rate reached 63.16% The data being examined by statistic method as variance analysis, Pearson¡¦s r, correlation analysis, multiple linear regression analysis etc., and the findings are as follow: ¤@. Through exploratory study, three dimensions were contributed to perceptions of organizational politics: 1. Employee and Supervisor behavior 2. The range between policy and practice 3. Keeping silence for advantage ¤G. The difference found by individual variables in perceptions of organizational politics: 1. Significant difference was found in Age¡Beducation¡Bworking tenure and the tenure with supervisor. 2. Significant difference was found in job ranks for both perceptions of organizational politics and three dimensions. 3. Significant difference was found in the employees of public¡Bprivate organization¡FThe public employees have higher perceptions than privates¡¦. ¤T. The examining finding on influence hypothesis¡Gby multiple linear regression analysis¡F 1. In individual factors, significant influence was found in the personality characteristics of employees of public¡Bprivate organization for both perceptions of organizational politics and each dimension. 2. In working environment, negative influence was found in the promotion opportunity of public¡Bprivate organization for both perceptions of organizational politics and each dimension. 3. In organization factors, negative influence was found in job rank¡Borganization professionalization¡Bdemocratization for private employees in the perceptions of organizational politics, but no effect on public employees. 4. The variables to the variance explanation of whole explanation of perceptions of organizational politics, the public organization could be reached to 42.60%¡F 41.40% to private organization. This research indicated that there¡¦re some degrees of difference on the influence of perceptions of organizational politics at individual¡Borganization and environment factors of public¡Bprivate organization, after empirical studies, knowing there¡¦re vary personality characteristics in individual factors¡Bvary organization structure and difference of job characteristics, more significance in respective degree, more influence in the existence of perceptions of organizational politics, therefore, understanding more respective existent contributory factors of perceptions of organizational politics, helping enterprises more in finding right person to right place, and employee could find suitable enterprise to develop his expertise for mutual great advantage, that¡¦s the ultimate goal human resource management implemented eventally.

Abstract The employee left no matter voluntarily non-voluntarily from any organization, high turnover rate means increasing the time and cost of recruiting, selecting and training employee. Further more, it will reduce the competitiveness for any industry leading to non-effective operation, difficult to remain intellectual property as well. It surely is impairment to an organization. As critical employee left with preventable reason such as sensed with any political problem within the organization then it¡¦s not a good situation to any firm. Hence, the Company should try to reduce the bad impact from conception of organizational politics would improve the high turnover rate. This researcher intends to see the relationships between perceptions of organizational politics and employees¡¦ resignation inclinations and compare the difference of private organizations. The perceptions of organizational politics scale was translated by An-ming Lee according to Kacmar K. M., Carlson D. S. (1997), and resignation inclinations scale was modified by Chin-ming Ho according to Kai-yi Huang (1984). To analyze 948 effective examples by SPSS program of Correlation Analysis, One-way Anova analysis, Scheffe multiple comparisons, Regression Analysis, etc. and try to get the variables and the result of the research, 1. Different personal attributes variables of different industries have significant difference in perceptions of general political behavior. (1) For general service industry, people who have high-level manager would have the less perceptive for general political behavior than any position. And for high-tech manufacturer , technical staffs have the significant difference for general political behavior than middle-level manager. (2) For general service industry and high-tech manufacturer, different period of getting along with the supervisors have different significant. (3) For general service industry, different working period have significant difference than other industries. (4) For high-tech manufacturer, staffs¡¦ age has significant difference than other industries. 2. Different personal attributes variables of different industries have significant difference in perceptions of the difference between policy and enforcement. (1) For all of the researching industries, different positions have significant different. (2) For financial service industry and general service industry, different periods of getting along with their supervisors have different significant. (3) For high-tech manufacturer and traditional manufacturer industries, the marriage status have different significant. (4) For financial service industry, staffs¡¦ age have significant difference than other industries. 3. Different personal attributes variables of different industries have significant difference in perceptions of communication problem. (1) For financial service industry and high-tech manufacturer, different positions have significant different. (2) For general service industry and traditional manufacturer industry, different periods of getting along with their supervisors have different significant. (3) For high-tech manufacturer, staffs¡¦ marriage sttatus have significant difference than other industries. (4) For traditional manufacturer, staffs¡¦ age have significant difference than other industries. 4. Different personal attributes variables of different industries have significant difference in perceptions of organizational politics. (1) For all of the researching industries, different positions have significant different. People who has lower position would have the more perceptive of organizational politics. (2) For any service industry, different periods of getting along with their supervisors have different significant. (3) For high-tech manufacturer, staffs¡¦ marriage sttatus and age have significant difference than other industries. 5. The influence resignation inclinations while people have perceptions of organizational politics between the researching industries. (1) For all of the researching industries, excluded high-tech manufacturer, while people have higher perceptions of organizational politics will have higher resignation inclinations. (2) The personal attributes variables won¡¦t have any influence for resignation inclinations. (3) For all of the researching industries, while people have higher perceptions of the difference between policy and enforcement will have influence for resignation inclinations. (4) For financial service industry and general service industry, while people have higher perceptions of general political behavior will have higher resignation inclinations. (5) For all of the researching industries, excluded traditional manufacturer industry, while people have higher perceptions of communication problem will have higher resignation inclinations.

Abstract The investigation is to develop localized and suitable inventory¡@for measuring perceptions of organizational politics¡]OP¡^in domestic enterprises at first. The purpose of this study is to discuss the relationship among perceptions of organizational politics¡]OP¡^,organizational commitment and job performance by Taiwan domestic company.¡@There are provide 1150 questionnaires, which are retrieved 1003 ones, 954 are available. Questionnaires retrieved rate are 87.22%. Available retrieved rate are 83.00%.The data were analyzed by applying statistical methods, including factor¡@analysis, reliability, t-test, correlation, regression and canonical correlation analysis. The major findings of this study are as fallow: First, the perceptions of organizational politics is comprised three subscales: (1).Supervisor and Coworker Behavior, (2). Go Along to Get Ahead, (3). Organization Policies and Practices disaccord. Then, the more to Supervisor and Coworker Behavior, Organization Policies and Practices disaccord but the less normative commitment. The more to Supervisor and Coworker Behavior, Go Along to Get Ahead, Organization Policies and Practices disaccord but the less affective commitment. The more to Organization Policies and Practices disaccord lead to decrease task and contextual performance.

Abstract Government institutions are the largest service industry. Job involvement and job stress of employees have a lot to do with the efficiency of government administration. The study subject is based on soldiers, official employees, as well as educational employees. The purposes of this study are: 1) to demonstrate the concept of perceptions of organizational politics, job involvement, and job stress by means of literature review, 2) to address the effect of perceptions of organizational politics on job involvement and job stress through the evidence-based analysis, 3) to analyze which type of perceptions of organizational politics will increase job involvement or reduce job stress, 4) to provide the recommendations about how to improve job involvement as well as reduce job stress based upon the study results. The target sample contained one military institution, two administrative institutions, one public corporation, and two public schools through sampling. Data for this study were drawn from questionnaire surveys. Based upon the evidence-based analysis, it was found: 1) there was a slightly significant difference in the demography variable of after-grouped dimension of perceptions of organizational politics, 2) job involvement of employees was associated with the types of perceptions of organizational politics; among them, the ¡§optimism-and-communication-oriented¡¨ group had the highest job involvement, 3) job stress of employees was connected with the types of perceptions of organizational politics; among them, the ¡§dictatorship-and-authority-oriented¡¨ group endured the most job stress, 4) ¡§the distance between policies and practices¡¨ played a critical role in the effect of before-grouped dimension of perceptions of organizational politics on job involvement; there was no significant effect in the after-grouped dimension of perceptions of organizational politics, and 5) the effect of before- or after-grouped dimension of perceptions of organizational politics on job stress was dependent on the types. Based upon the results, it was recommended to government institutions: 1) to focus on partnership, and to create a interaction-centered environment, 2) to build up a fair, open, and reasonable mechanism of promotion and evaluation so as to boost morale, 3) to strengthen delegation, and communication channel, and 4) to focus on consultation and assistance for employees. In terms of long-term strategy, managers tend to mold the ¡§optimism-and-communication-oriented¡¨ group, as well as to avoid the bad effect the ¡§superficiality-and-speculation-oriented¡¨ group had on job involvement, and the higher job stress the ¡§dictatorship-and-authority-oriented¡¨ group brought to the employees.

The purpose of this research is to examine the influence of perceptions of organizational politics on justice and trust. This research also deeply investigates the variables that moderate the perceptions of organizational politics-. These variables are understanding and control. This research regards 40 organizations as the research object, the valid questionnaire adds up to 1,890. The data was analyzed by statistical methods are descriptive statistic, item analysis, factor analysis, correlation analysis and hierarchicla regression analysis. The major results of this study are as following: The perceptions of organizational politics were found have a negative relationship with justice and trust. The finding also indicated that understanding and control moderated the relationship among the perceptions of organizational politics, justice and trust.

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ABSTRACT Most of the organizational politics derive either from achieving the organizational goal by organizational members, or from the purpose of maximizing self-interests. Therefore, Perceptions of Organizational Politics (POPs) might influence the perception of need satisfaction or outcome and affect job involvement and job performance. The purpose of the study is to understand the relationship among POPs, job involvement and job performance. Through empirical survey, there are several outcomes as follows: 1. Females have more political perceptions of organizational policy and practice than males do. 2. Members under 35 years old have more perceptions of supervisors¡¦ political behavior and have more perceptions of coworkers¡¦ and cliques¡¦ political behavior than members over 35 years old do. 3. Single members¡¦ POPs is higher than married members¡¦. 4. Non-managers¡¦ POPs and perceptions of coworkers¡¦ and cliques¡¦ political behavior are higher than managers. 5. The higher the managers¡¦ level, the higher the job involvement. 6. The dimensions of POPs are negatively relative to job involvement. 7. By controlling sex, marriage, age, education, service seniority, and position to examine the relationship between POPs and job performance. 7.1 Females, single, under 35 years old, college and above, seniority and managers have higher perceptions of supervisors¡¦ political behavior and lower job performance, task performance, and contextual performance. 7.2 Females, college and above, seniority, and managers have higher political perceptions of organizational policy and practice, and higher job performance. 7.3 Males, under 35 years old, college and above, less years spent on the job, non-managers have higher political perceptions of organizational policy and practice and higher task performance. 7.4 Females, seniority, and managers have higher political perceptions of organizational policy and practice and higher contextual performance. 8. As an interference variable, job involvement doesn¡¦t significantly interfere the relationship between POPs and job performance.