An organization, to the purpose of its developing, usually set forth lots of system(s) & regulation(s) inward, and then, operated under well-planned & well-organized framework with the principles of behavior science. However, during the developing of an organization, political problems of conflict and trade occurred, yet existent politics affected the organizational performance. Although ¡¨economic rational¡¨ is an ideal condition/status each enterprise organization sought/persuaded, in fact, the relationship between politics organizational performance is indeed the key issue that human resource of enterprise would get face. This case study via ANOVA to explore the politics of organization members (politics of upward, downward & lateral influence), to realize different methods of power operating and the influence by the performance in the sections of one organization. The results showed several fold: In case of politics of downward influence, there were some relationships between/among age, occupational and higher authority; age and bargaining; education and reason, bargaining. In case of politics of upward influence, there were some relationships between/among age and reason. In case of politics of lateral influence, there were some relationships between/among age and reason, education and reason, friendliness, coalition. In case of influence canonical correlation between politics of upward and downward it appeared to be of remarkable correlation significance in operating model of power between these two categories. Finally, stepwise multiple regression analysis technique showed organizational performance=3.014+0.201 downward rerason-0.459 upward bargaining +0.504 upward friendliness -0.448 lateral sanctions¡]R2=0.417¡AP= 0.000¡^.

Florida reformed its civil service system with the passage of the Service First Initiative of 2001, resulting in a unique organizational setting by altering the employer-employee relationship, yet little academic research explored the power tactics used by politicians and political appointees in order to gain subordinate compliance in unique organizational environments. Using French and Raven’s bases of social power theory and Raven’s interpersonal power interaction model as the foundation, the primary purpose of this stratified cross-sectional study of politicians and political appointees in Florida was to explore whether certain demographic factors are predictors of the extent to which French and Raven’s “hard” and “soft” power tactics are used. Survey data were collected using the interpersonal power inventory, political predisposition measure, and a self-developed demographic information form from 354 political appointees and state employees and were analyzed using simple multiple linear regression. Findings indicated the usage of the power tactics is consistent Ravens original research with influence agents preferring the soft power tactics over hard. Findings also showed that age and race (notably African American) are statically significant predictors of usage of soft power tactics of expert, referent, informational, the legitimacy of dependency, personal reward and harsh power tactics of personal coercion, legitimacy of reciprocity and equity (p <.05). Positive social change implications resulting from this study include recommendations regarding development of leadership programs to reduce the reliance on the use of harsh power tactics in order to increase organizational and personal outcomes within Service First Initiative organizations.