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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This study investigates perceptions of organizational politics as a mediator of the effects of negative affectivity and positive affectivity on burnout. Based on data obtained from frontline hotel employees in Turkey, results reveal that the impacts of negative affectivity on exhaustion and disengagement, through perceptions of organizational politics, are stronger than positive affectivity.

Mentoring in the workplace has become an increasingly popular trend because of its touted success at addressing the career and social related needs of employees. While the majority of the research on mentoring has examined protege benefits, far fewer studies have examined the potential negative effects of mentoring. Moreover, little is known about the antecedents of negative mentoring experiences. A primary objective of the present study was to investigate relations between mentor and protege perceptions of organizational politics and reports of functional and dysfunctional mentoring. In addition, I examined the joint contribution of functional and dysfunctional mentoring to a number of protege outcomes. Data were collected from 93 mentor-protege dyads employed across the United States by a marketing communications business. Results indicated that mentors who perceived their climate to be more political expressed greater motivation to mentor for their own self-enhancement and lesser motivation to mentor for their own intrinsic satisfaction. proteges who perceived their climate to be more political reported a greater incidence of dysfunctional mentoring. protege reports of the functional mentoring they received accounted for unique variance in predicting supervisor ratings of their performance, whereas dysfunctional mentoring accounted for unique variance in predicting turnover intentions, stress, and job satisfaction. The results of this study broaden our understanding of the manner in which mentoring relationships can go awry.

The employee¡¦s perceptions of organizational politics will increase due to the ¡§uncertainty¡¨ of environment and ¡§scarcity¡¨ of resources. It will also affect employee¡¦s attitude and behavior. This study is based on the revision model of Perceptions of Organizational Politics (POP) proposed by Ferris et al. (2002). We investigate the relationship between the perceptions of organizational politics, the organizational citizenship behavior, and the organizational cynicism. Finally we further confirm the mediating effects of 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 structural equation modeling (SEM) to measure the relationship amongst the constructs. The perceptions of organizational politics have been reduced to three factors: general political behavior, going along to get ahead and pay and promotion policies. The major results of this study are as fallowing: 1.The pay and promotion policies had negative effect on the organizational citizenship behavior. 2.The perceptions of organizational politics had positive effect on the organizational cynicism. 3.The organizational cynicism had negative effect on the organizational citizenship behavior. 4.The perceptions of organizational politics had an indirect negative effect, through the mediating effects of organizational cynicism, in the organizational citizenship behavior.

Abstract Political behavior in organization is undeniable, while studies of organizational politics lasting for recent decades had accumulated abundant understanding in this area. However, there are still many arguments against this complex subject needed further research. The purpose of the research is 1) to test and verify the input model of Organizational Politics Perception Model¡C 2) to test the effectiveness and reliability and solve the controversy of dimensions of POPS ¡C 3) to further refine the input model by type analysis and try to explain the cause of Organizational Politics Perceptions¡C For research procedure and sample: Participants were 973 and drawn from Hospital¡Bprivate and public service firms¡Btraditional manufacturing and high-technical firms¡CThe research method is descriptive statistics analysis¡B reliability analysis¡Bfactor analysis¡Bregression analysis¡Bone-way ANOVA and cluster analysis¡C

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.

Study project (MBA)--University of Stellenbosch, 2003. / ENGLISH ABSTRACT: Organizational politics and the political environment of organizations are topics that have been extensively researched and debated in the academic literature. Organizations are not always strategically focused on this area of management and are not always aware of the consequences of the negative impacts of organizational politics on the success of their business. Project management also takes place within this political environment of organizations and is thus subject to its influences. The aim of this study was to provide project managers with some insight into the nature of organizational politics and political behavior and to assist them in understanding how these concepts impact on the project management process. The study takes the form of a literature review on the topics of organizational politics and project management. The study can be divided into five main sections: • Organizational politics is reviewed in terms of the definition of political behavior, dimensions of political behavior and the political environment of organizations. Examples of political behavior are given and the functional roles of politics in organizations are discussed. • The second section deals with the social perspective of project management in terms of the inherent nature of teams, operation within a matrix structure and leadership requirements of the project manager. Project management skills and success criteria are also studied. The third section views project management in terms of organizational politics and readdresses the areas of management of the project manager and the importance of stakeholder analysis. The power base of the project manager is evaluated and the use of influence discussed. The political activities that occur around resource control and decision-making is considered with reference to organizational culture. Guidelines are laid down for project managers regarding the management of political behavior. • The fourth section moves towards putting a framework there for project managers with reference to implications for project management success, the use of constructive political tactics and the adoption of appropriate political skills. • The fifth section tests assumptions made regarding possible problems areas for project managers in the context of organizational politics. Personal interviews were conducted with eight project managers in a development and management company and questions were designed around two themes, namely problems experienced on a more personal level and problems relating to the organizational environment. The current and ideal situations for each theme were discussed. / AFRIKAANSE OPSOMMING: Organisasie politiek en die politiese omgewing van organisasies is onderwerpe wat uitgebreid nagevors en gedebateer is in die akademiese literatuur. Organisasies is nie altyd strategies gefokus op hierdie bestuursarea nie en is derhalwe nie altyd bewus van die negatiewe effek van organisasie politiek op die sukses van hul besigheid nie. Projekbestuur vind plaas binne hierdie politiese omgewing en is dus onderworpe aan die invloed daarvan. Die doel van hierdie studie was om aan projekbestuurders 'n mate van insig te verskaf met betrekking tot die aard van organisasie politiek en politiese gedrag, en om 'n beter begrip van die impak van hierdie konsepte op die projekbestuur proses te kweek. Die navorsing is in die vorm van 'n literatuurstudie rondom organisasie politiek en projekbestuur. Die studie word onderverdeel in vyf afdelings: • Eerstens word 'n oorsig van organisasie politiek verskaf, met spesifieke verwysing na die definisie van politiese gedrag, die dimensies van politiese gedrag en die politiese omgewing van organisasies. Voorbeelde van politiese gedrag word aangebied en die funksionele rol van politiek in organisasies word bespreek. • Die tweede afdeling handeloor die sosiale perspektief van projekbestuur in terme van die inherente aard van projekspanne, die werking van projekbestuur binne 'n matriks struktuur, en die leierskap vereistes van die projekbestuurder. Projekbestuur vaardighede en sukses maatstawwe word bestudeer. • Die derde afdeling fokus op projekbestuur binne die konteks van organisasie politiek: die bestuursareas van die projekbestuurder word weer beskou en die belangrikheid van insethouer-analise (stakeholders) word aangedui. Verder word die magsbasis van die projekbestuurder ge-evalueer en die aanwending van die proses van invloed word bespreek. Die politiese aktiwiteite wat gepaard gaan met hulpbron-beheer asook besluitneming word ondersoek, met verwysing na organisasie kultuur. Etlike riglyne met betrekking tot die bestuur van politiese gedrag word neergelê vir projekbestuurders. • Die vierde afdeling fokus op die daarstelling van 'n raamwerk vir projekbestuurders, wat onder andere verwys na implikasies vir projekbestuur sukses, die gebruik van konstruktiewe politiese tegnieke asook die aanwending van aanvaarbare politiese vaardighede. • Die vyfde afdeling behels die toetsing van etlike aannames wat gemaak word aangaande probleemareas vir projekbestuurders binne die konteks van organisasie politiek. Persoonlike onderhoude is gevoer met agt projekbestuurders, werksaam by 'n ontwikkelings- en bestuursmaatskappy. Die onderhoudsvrae was saamgestel rondom twee temas, naamlik: probleme wat ondervind word op 'n meer persoonlike vlak; en probleme wat verband jou met die organisasie omgewing. Die huidige asook die ideale situasie vir elke tema was ondersoek en weergegee.