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The Relationship between Perceptions of Organizational Politics and Perceived Work Performance: Focusing on the 3-way interaction Effect of Leader-member Exchange and Self-efficacy

조직정치지각과 지각된 업무성과: 리더-구성원 교환관계와 자기효능감의 삼원조절효과를 중심으로

  • Received : 2016.04.21
  • Accepted : 2016.05.17
  • Published : 2016.08.28

Abstract

The purpose of this study is to identify the effects of perceptions of organizational politics(i.e., POPs) and leader-member exchange(i.e., LMX) on the perceived work performance. Also, this paper investigates the moderating effect of LMX on the relationship between POPs and work performance. Particularly, this study is to expand on prior research by investigating the three-way interaction effect of LMX and self-efficacy. The summary of results based on a sample of 280 employees who were working in various organizations in KOREA is following. First, POPs were not significantly related to perceived work performance. Second, LMX was positively and significantly related to perceived work performance. Third, LMX did not moderate the negative relationship between POPs and perceived work performance. Finally, our results showed that for individuals with a high level of self-efficacy, LMX moderates the negative relationship between POPs and perceived work performance. That is, for individuals with a high level of self-efficacy, POPs were positively related to work performance under high LMX(in-group), but were negatively related to work performance under low LMX(out-group). Theoretical and practical implications of our findings as well as directions for future research are provided.

Keywords

Perceptions of Organizational Politics;Leader-member Exchange(LMX);Self-efficacy;Perceived Work Performance;Three-way Interaction Effect

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