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.

Human being, as an individual, is a basic element of social organization and plays different roles within different organizations such as family, school, and working setting. During the process of role-taking, individuals are influenced by three factors: personality traits, organization, and interpersonal relationship within working environment. Given that, the purpose of this study is to understand the association of personal, organizational and environmental factors and ¡§perceptions of organizational politics¡¨(POPs). 29 organizations participated in this study and , from which, 1524 valid respondents were collected and analyzed through methods of ¡§factor analysis¡¨, ¡§validity & reliability test¡¨, ¡§correlation analysis¡¨ and ¡§hierarchical regression¡¨. After applying ¡§factor analysis¡¨ of the POPs, it was categorized by three dimensions analysis: ¡§(1) behaviors of superior and subordinate; (2) go along and get ahead; (3) difference between the policies of compensation and promotion and actual practices. 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.Environmental factor has effects on POPs with respect to all its three dimensions.

This investigation uses the model proposed by Ferris et al.¡]1989¡^to study the relationships among the perceptions of organizational politics with job satisfaction, job stress, job involvement, work performance, turnover intention, organization citizenship behavior, organizational commitment. Understanding and perceived of control as moderators to influence perceptions of organizational politics & outcome variables were examined. The sample consisted of 2559 employees selected from 35 diverse organizations. The data were analyzed by applying statistical methods, including factor analysis, reliability analysis, correlation, regression and hierarchical regression analysis. The major results of this study are as follows. The perceptions of organizational politics have been reduced to three factors--general political behavior, going along to get ahead and the difference of policies & practices. Behavior of general politics were found have negative relationship with work performance and job involvement and positive relationship with job stress. The difference of policies & practice were found have negative relationship with job satisfaction, job involvement, organization citizenship behavior and organizational commitment and positive relationship with job stress, work performance and turnover intention. Understanding serves as moderators of the relationships between perceptions of organizational politics sub-dimension and job satisfaction, job stress, work performance, turnover intention, organization citizenship behavior, and organizational commitment. Perceived of control serves as a moderator of the relationships between perceptions of organizational politics sub-dimension and job stress, work performance, turnover intention, and organizational commitment.

Many free enterprises in the world, regardless the size of these businesses, have encountering the globally affected financial crises in the twenty-first century. Especially the enterprises in Taiwan, they are affected not only by international incidents but also by natural plagues such as 921 earthquake and SARS. Therefore, some members in these enterprises, for pursuing their own personal goals, acquiring self-advantages or authorities, meditate the ¡§political action¡¨ that may interfere other member¡¦s working attitude as well as their job performance. The purpose of this project was to assemble the documents about ¡§perceptions of organizational politics¡¨ from several scholars and professors. To accomplish the purpose, a review of collected information from the thirty selected organizations such as both public and private hospitals, government offices, banks, high-tech industry, manufactures was conducted. Additionally, Kacmar¡¦s (1992) 31 Assessment Sheet and Carlson (1997) 15 Assessment Sheet were applied to understand and study the connection among the employee¡¦s ¡§organizational politics perceptions¡¨, job satisfaction, job involvement, the pressure from work, the intention of demission, organizational commitment, and organization citizenship behavior in the enterprises. The result of the research are as followings: Three subscales were obtained from the ¡§Organizational Politics perceptions Sheet¡¨: 1.Political behavior between supervisors and co-workers 2.Go along to get ahead 3.The interval between policy and practice The affect of the outcomes of organizational politics perceptions. 1.Partially existence: dimensionality of organizational politics perceptions influences job satisfaction. 2.Partially existence: dimensionality of organizational politics perceptions influences job involvement. 3.Existence: dimensionality of organizational politics perceptions influences work pressure. 4.Partially existence: dimensionality of organizational politics perceptions influences demission intention. 5.Partially existence: dimensionality of organizational politics perceptions influences organizational commitment. 6.Partially existence: dimensionality of organizational politics perceptions influences organization citizenship behavior. Key words: perceptions of organizational politics, job satisfaction, job involvement, pressure from work, intention of demission, organizational commitment, organization citizenship behavior

The study population consisted of 41 institutions from 9 categories which were military, public or private hospital, public or private school, governmental agency, public-operated service industry, public-operated manufacturing industry, privately operated financial service industry, privately operated service industry, privately operated high tech manufacturing industry and privately operated traditional manufacturing industry. The survey started on December 21st2007 and continued until January 11th 2008.We totally sent out 2,133 questionnaires, returned 1,940 questionnaires, the returns-ratio reached 91.0%, eliminated invalid questionnaires were 50, the effective questionnaires were 1,890,effective questionnaires returns-ratio was 88.6%. Data was analyzed by using descriptive statistics, reliability analysis, correlation analysis, exploring factor analysis and level linear model. The major results of this study are as following: 1.Machiavellianism of organizational members has a significant effect on perceptions of organizational politics. 2.Positive affect of organizational members has a significant effect on perceptions of organizational politics. 3.Negative affect of organizational members has a significant effect on perceptions of organizational politics. 4.The degree of centralization has a significant effect on perceptions of organizational politics. 5.The degree of formalization has no effect on perceptions of organizational politics. 6.Organizational hierarchical Level has no effect on perceptions of organizational politics. 7.Organization size has no effect on perceptions of organizational politics. 8.The degree of centralization has no moderate effect on the relationship between machiavellianism and perceptions of organizational politics. 9.The degree of formalization has no moderate effect on the relationship between machiavellianism and perceptions of organizational politics. 10.Organizational hierarchical Level has no moderate effect on the relationship between machiavellianism and perceptions of organizational politics. 11.Organization size has no moderate effect on the relationship between machiavellianism and perceptions of organizational politics. 12.The degree of centralization has no moderate effect on the relationship between positive affect of organizational members and perceptions of organizational politics. 13.The degree of formalization has no moderate effect on the relationship between negative affect of organizational members and perceptions of organizational politics. 14.Organization size has no moderate effect on the relationship between positive affect of organizational members and perceptions of organizational politics. 15.Organizational hierarchical Level has no moderate effect on the relationship between positive affect of organizational members and perceptions of organizational politics. 16.The degree of centralization has moderate effect on the relationship between positive affect of organizational members and perceptions of organizational politics. 17.The degree of formalization has no moderate effect on the relationship between positive affect of organizational members and perceptions of organizational politics. 18.Organization size has no moderate effect on the relationship between positive affect of organizational members and perceptions of organizational politics. 19.Organizational hierarchical Level has no moderate effect on the relationship between positive affect of organizational members and perceptions of organizational politics.

The purpose of this paper is to discuss and find the coincidental consequences of the organizational politics perception model by clustering organizational politics perception groups. This investigation uses the model proposed by Ferris et al. (1989) to study the relationships between the perceptions of organizational politics, organizational influences, work environment influences, personal influences, and study the relationships between the perceptions of organizational politics, job satisfaction, job stress, organizational commitment, work performance, job involvement, organization citizenship behavior, and exit intention. The sample consisted of 2559 employee selected from 36 organizations covering 9 industrial sectors in Taiwan. The data was analyzed by applying statistical methods, including factor, reliability, correlation, regression and multiple linear regression analysis. The different groups of perception of organizational politics were found to have been involved in the relationship between organizational influences and some personal influences. Also the different groups of perception of organizational politics were involved in the relationships between perceptions of organizational politics and employee¡¦s work performance, job involvement, job stress, organization citizenship, job satisfaction, and organizational commitment.

Abstract Results of analyses conducted on data collected from 313 employees of one University. The results of this research indicate as follows: Dimensionality of Organizational Politics Perceptions The responses to the 32-items Perceptions of Organizational Politics Scale (POPS) were subjected to principal components analysis with Varimax rotation. A four-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 16 items being retained across the four tactical importances. It is comprised four subscales: (1) Supervisor Behavior, (2) General Politics Behavior, (3) Organization Policies and Practices, and (4) Coworker & Clique Behavior. Relationships between Demographic Variables and Perceptions of Organizational Politics 1. Female¡¦s ¡§Supervisor Behavior¡¨ consciousness is stronger than male, and male¡¦s ¡§Coworker & Clique Behavior¡¨ consciousness is greater than female. 2. Subordinate¡¦s ¡§Organization Policies and Practices¡¨ consciousness is stronger than executives or above. 3. Regular staff members¡¦ ¡§Coworker & Clique Behavior¡¨ consciousness is much than non-regular staff members. 4. The University public servants¡¦ ¡§Supervisor Behavior¡¨ consciousness is much stronger than instructors. 5. Bachelor¡¦s level of education¡¦s ¡§Organization Policies and Practices¡¨ consciousness is greater than Mater¡¦s level of education or above. Relationships between Perceptions of Organizational Politics and Organizational Commitment 1. Organizational Politics was negatively related absolutely to¡¨ Retention Commitment¡¨. 2. Organizational Politics was negatively related partly to ¡§Value Commitment¡¨. 3. Organizational Politics was negatively related t partly to ¡§Effort Commitment¡¨. Control some Demographic Variables, reported special relationships 1. Reported positively correlations between ¡§Supervisor Behavior¡¨ and ¡§Value Commitment¡¨ with executives or above. 2. Reported positively correlations between¡¨ General Politics Behavior¡¨ and ¡¨ Effort Commitment¡¨ with female employees, subordinates and non-regular staff figures. Key word: Perceptions of Organizational Politics, Supervisor Behavior, General Politics Behavior, Organization Policies and Practices, Coworker & Clique Behavior, Organizational Commitment, Retention Commitment, Value Commitment, Effort Commitment.