• Journal of East-West Nursing Research
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• v.26 no.1
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• pp.71-79
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• 2020

Purpose: The purpose of this study was to examine the effect of head nurses' authentic leadership to nurses' organizational politics perception and organizational silence. Methods: A descriptive research design was used with a convenience sample of 201 nurses. Data were collected from Aug 7 to Sep 13, 2018 using self-reported questionnaires. Data were analyzed using descriptive statistics, t-test, ANOVA, Pearson's correlation coefficient, and multiple regression analysis. Results: The mean scores of authentic leadership of the head nurses perceived by nurses and nurses' organizational politics perception and organizational silence were 3.44 out of 5, 2.57 out of 5 and 2.62 out of 5, respectively. Nurses' organizational silence was negatively correlated with authentic leadership of the head nurse and positively correlated with nurses' organizational politics perception. Factors influencing on nurses' organizational silence were organizational politics perception, clinical career, authentic leadership of the head nurses and work life satisfaction which explained 38% of the variance. Conclusion: Based on the finding of this study, it is necessary to develop education and intervention programs in order to improve unreasonable and unfair job environment, enhance head nurses' authentic leadership, manage nurses' careers appropriately and raise the level of their work life satisfaction.

• Journal of Digital Convergence
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• v.16 no.4
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• pp.55-67
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• 2018

The organizational politics strengthened resistance to change. This study explores how the organizational political perception and fairness in split firms affect resistance to change. The analysis showed that the boss's and colleague's politics is minimized by its distributional fairness and procedural fairness. The organizational politics strengthened resistance to change. Additionally, mediating effects of fairness were analyzed. As a result, it was revealed that the perception of organized politics by bosses and that colleagues' perception of organizational politics affected resistance to change based on distributional fairness. However, it was shown that procedural fairness had no mediating roles between organizational politics and change resistance. There is a need to pay keen attention to distributional fairness to minimize the resistance to changes of organizational members at the split. If distributional fairness is not secure, Members will be a political behavior.

• Asian Journal of Business Environment
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• v.12 no.4
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• pp.1-12
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• 2022

Purpose: This study mainly aims to investigate the connection between job satisfaction and organizational citizenship behavior of bank employee. Another objective of this study is to check out the mediating impact of perceived organizational politics of bank personnel on the connection between their job happiness and citizenship behavior. Research design, data and methodology: Snowball sampling is utilized in this study, which is done among bank personnel at different public and private banks across north-eastern region of Bangladesh as well as information is accumulated through the use of a five-point Likert-scale questionnaire. IBM SPSS v22, Andrew F. Hayes process macro v3.5 and SmartPLS 3 are used to complete descriptive and inferential statistics. Results: The study results explore that employees' political perception has a negative influence on organizational citizenship behavior where bank employees' job happiness has a positive impact on structural citizenship manners and negative impact on perceived organizational politics. Surprisingly, perceptions of organizational politics were found to have an insignificant mediating effect on the connection between job satisfaction and organizational citizenship behavior. Conclusions: The present study reveals that satisfied bank personnel shows positive and constructive actions toward their organization where their political perception has an insignificant mediation.

• Journal of Korea Society of Digital Industry and Information Management
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• v.17 no.3
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• pp.105-119
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• 2021

The purpose of this study is to examine the organizational politics, resistance change, turnover intention, and organizational commitment of organizational members during mergers and acquisitions. Recently, many companies are interested in mergers and acquisitions for business diversification and market extension. A merger is a legal consolidation of two entities into one, whereas an acquisition occurs when one entity takes ownership of another entity's stock, equity interests, or assets. This research model establishes a structural equation model. This model is set in a causal relationship between manager's organizational politics, peer organizational politics, and change resistance and the change resistance has a causal relationship of turnover and tissue immersion. In particular, this study will test different of organizational politics by position. Research results, the organizational politics of managers and colleagues have shown increasing change resistance. The change resistance has resulted in a reduction of organizational commitment and an increase of turnover intention. Next, the position analysis showed that top management level, middle management level, and working-level officials showed different organizational politics. The working-level officials are influenced by their manager politics and are influenced in organizational commitment and turnover intention by change resistance. The middle manager level is influenced by the organizational politics of bosses and colleagues, and organizational commitment is weakened by change resistance. The CEO level is not affected by organizational politics in the company, but the turnover intention is strengthened and the organizational commitment is weakened by the change resistance. This study has contributed to further updating the theory of organizational politics based on mergers and acquisitions. As a practical implication, we suggest an organizational integration strategy for a new organization.

• Korean Business Review
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• v.18 no.2
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• pp.61-81
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• 2005

As to the research method for this study, it examines the conceptional understanding of organizational politics along with existing theories, prior research and prior models on the perception of organizational politics. Empirical analysis concerning the six hypothesis of the research, is carried out based upon returned questionnaires. The subjects of the survey were more than sergeant executive of 51 units R.O.K Army. Out of the 350 copies of the questionnaire, 323 copies were returned of which 294 were used for analysis. Results indicated that perceptions of organizational politics were negatively related to job attitudes(eg. job satisfaction, organizational commitment, organizational citizenship behavior). The relationship between perceptions of organizational politics and organizational citizenship behavior was moderated by trust in supervisor. Finally, implications and future research suggestions are discussed.

• Journal of Digital Convergence
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• v.13 no.8
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• pp.177-189
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• 2015

With the business environment rapidly changing, organizational politics becomes a general and inevitable phenomenon in organizations. Employees' perception of organizational politics (POP) both has positive functions and negative functions, but many study results found it has a negative effects on employees' attitudes and behaviors. Despite the awareness of the importance in managing the negative effects of organizational politics at the workplace is increasing, research relating to employees' POP hasn't received much attention in China. With empirical analysis, the main findings come as follow: Firstly, POP has a significant positive(+) effect on turnover intention and a significant negative(-) effect on OCB. Secondly, Through the mediation of job stress, POP is indirectly and positively(+) associated with turnover intention and negatively(-) associated with OCB. Lastly, Procedural justice has a moderating effects between POP and job stress.

• Korea Journal of Hospital Management
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• v.22 no.2
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• pp.70-86
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• 2017

The purpose of this study was to empirically investigate the relationship between hospital employeesʼ perceptions of organizational politics, organizational effectiveness such as job satisfaction, organizational commitment, and turnover intention. We also evaluated the moderating effect of organizational trust on the relationships between POPs and organizational effectiveness. By analyzing 726 employeesʼ data including physicians, nurses, medical technicians, and administrators from one private hospital, POPs was found to have had a highly negative relationship with job satisfaction and organizational commitment while a highly positive relationship with turnover intention. Furthermore, organizational trust moderated the relationship between POPs and job satisfaction, and also POPs and turnover intention, while no moderating effect appeared between POPs and organizational commitment. Within the organization, employees who are in a group with high organizational trust have low job satisfaction and high turnover intention when they have high POPs rather than a group with low organizational trust. Further the implications of these results and future directions of the study have been discussed.

• Journal of the Korea Society of Computer and Information
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• v.23 no.1
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• pp.131-137
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• 2018

This study conducted empirical analysis on the influence of perception of organization politics of social welfare facility employee to job attitude, and based on the analysis result, it aims to suggest theoretic and political implications. For this, the study conducted survey targeting social workers working at social welfare facilities in Gwangju. 350 copies of survey were distributed,. 197 copies were retrieved and 176 copies were used in analysis after excluding 21 copies with insincere reponses. The collected data was processed through SPSS 20.0 for reliability analysis, frequency analysis, T-test, and hierarchical regression analysis. The study results are as below. This study analyzed the job exhaustion, turn over intention and causal relationship as the result variables and perception of organization politics of social workers, and analyzed the leader trust as mediating effect among the previous researches related to perception of organization politics. As for the analysis result, the perception of organization politics of social workers improve job exhaustion and turn over intention, and leader trust was confirmed to have mediating effect on relationship among the variables.

• Knowledge Management Research
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• v.22 no.3
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• pp.107-127
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• 2021

This study examines the effect of general corporate employees' perception of organizational politics, which is widespread and negatively perceived in Korean companies, on their reaction behavior. In particular, the mediating effect of cynicism and the moderating effect of commitment was analyzed. As a result of the analysis, it was confirmed that organizational political perception had a positive effect on cynicism, and cynicism had a significant effect on exit, loyalty, and neglect. In addition, the moderating effect of commitment between cynicism, exit, and neglect was confirmed. Through this study, it was demonstrated that the higher the organizational political perception, the higher the cynicism and the negative reaction behavior. It was intended to suggest the organizational system improvement and the importance of human resource management through it.

• Culinary science and hospitality research
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• v.23 no.3
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• pp.123-136
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• 2017

This study aims to understand the influence of employees' perceptions of organizational politics (POP) on organizational silence (OS) and turnover intention (TI) in the foodservice industry and to verify the moderating effects of departments (food & beverage and kitchen) in the relationship among the POP, OS, and TI. Based on a total of 313 useful samples obtained for the empirical research, this study reviewed the reliability and fitness of the research model and verified a total of 2 hypotheses using the AMOS program. The hypothesized relationships in the model were tested simultaneously by using a structural equation model(SEM). The proposed model provided an adequate fit for the data, $x^2=349.889$ (p<0.001), df=100, CMIN/DF=3.499, GFI=0.882, NFI=0.880, CFI=0.911, RMSEA=0.089. The model's fit, as indicated by these indexes, was deemed satisfactory, thus providing a good basis for testing the hypothesized paths. The results of SEM showed that foodservice employees' POP had positive impacts on the defensive silence (DS) and acquiescent silence (AS). In addition, DS and AS had a positive influence on TI. The department (food & beverage and kitchen) was found to have a partial moderating effect in the relationship between POP, OS, and TI. Based on the research findings, we discussed the practical implications and suggestions for the future research.