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Abstract

This study investigates the influence of perceived organizational politics (POP) on counterproductive work behavior (CWB) among police officers in Thailand, with job burnout (JB) serving as a mediating factor. The research sample consists of 572 police officers undergoing training at the Police College, including those enrolled in Superintendent, Inspector, and Administrative Officer courses. Utilizing Partial Least Squares Structural Equation Modeling (PLS-SEM) via SmartPLS, the findings reveal that POP has a significant direct impact on both JB and CWB, indicating that officers who perceive higher levels of organizational politics are more likely to experience emotional exhaustion and engage in deviant workplace behaviors. Moreover, JB significantly mediates the relationship between POP and CWB, confirming partial mediation. This suggests that organizational politics contributes to counterproductive behavior both directly and indirectly through increased burnout. These findings highlight the importance of reducing organizational politics and implementing burnout prevention strategies to mitigate unethical behavior and enhance the well-being and performance of police personnel.

Keywords

counterproductive work behavior job burnout perceived organizational politics police officers PLS-SEM

Introduction

Organizational politics have long been recognized as a critical issue in workplace dynamics, influencing employee attitudes, motivation, and behaviors. While some scholars argue that political maneuvering can be beneficial when used strategically, others suggest that perceived organizational politics (POP) can have detrimental effects on employee well-being and performance. Within law enforcement agencies, where hierarchical structures and bureaucratic challenges exist, organizational politics may significantly impact officers’ mental health and professional conduct. This study examines the role of POP in promoting counterproductive work behavior (CWB) among Thai police officers, with job burnout (JB) serving as a mediating factor.

Despite extensive research on workplace politics and its influence on employee behavior, gaps remain in understanding how these dynamics operate in law enforcement contexts, particularly in Thailand. While previous studies have explored the relationship between POP and CWB in corporate settings (Chang et al., 2009; Patki & Choudhuri, 2024), little attention has been given to how these factors interact within police organizations. Additionally, while JB has been widely studied in public sector roles (Maslach & Leiter, 2016), its specific mediating effect on the relationship between POP and CWB in police forces has not been thoroughly examined. Given the unique stressors that law enforcement officers face, including high-pressure decision-making, political interference, and rigid hierarchical structures, further investigation is needed to understand the mechanisms driving burnout and workplace deviance within this sector.

The objectives of this study are threefold. First, it seeks to examine the direct impact of POP on CWB among Thai police officers. Second, it aims to investigate whether JB mediates this relationship, providing insight into the psychological mechanisms through which workplace politics influence behavioral outcomes. Third, this research aims to provide practical recommendations for mitigating workplace politics and burnout, thereby contributing to the development of a healthier and more ethical work environment within law enforcement agencies. By addressing these objectives, the study will extend existing organizational behavior theories and provide empirical evidence that can inform policy and training initiatives for police forces in Thailand and beyond.

Conducting this research is particularly important given the broader implications for law enforcement integrity and public trust. The presence of organizational politics in policing can erode morale, increase stress, and diminish job satisfaction, ultimately leading to higher rates of job burnout and misconduct (Griffin & Lopez, 2005). Counterproductive work behaviors, such as insubordination, absenteeism, and even unethical actions, can weaken institutional credibility and public confidence in law enforcement. Understanding how these dynamics unfold in a Thai policing context can help identify targeted interventions to enhance transparency, accountability, and officer well-being. Furthermore, this research contributes to the growing body of literature on occupational stress and workplace deviance, offering insights that may apply to other high-risk professions where organizational politics are prevalent.

Literature Review

Perceived Organizational Politics

Perceived organizational politics (POP) refers to employees’ perceptions of self-serving behaviors within the workplace that prioritize personal gain over organizational goals. High levels of POP can create an environment of mistrust, stress, and disengagement, negatively affecting work performance. Employees who perceive their work environment as highly political often experience uncertainty regarding decision-making, promotions, and resource allocation, which can lead to frustration and reduced motivation (Bedi & Schat, 2013). Studies have found that perceived favoritism, biased performance evaluations, and the misuse of influence within an organization can significantly lower job satisfaction and increase workplace conflict (Crawshaw et al., 2013). Employees tend to disengage from work when they believe that career advancement is based on alliances rather than merit, further exacerbating inefficiencies within the organization (Hochwarter et al., 2022).

Research over the past 6 years has demonstrated that POP is a significant antecedent to job stress and emotional exhaustion, often leading to adverse behavioral outcomes (Anjum & Shah, 2017). High levels of POP are linked to increased workplace anxiety, as employees are forced to navigate uncertain and often unfair organizational climates (Miller et al., 2009). Moreover, the unpredictability associated with politically charged environments can lead to job insecurity and increased employee turnover, reducing overall organizational effectiveness (Atinc et al., 2010). Employees who feel powerless in a highly political workplace may resort to counterproductive work behaviors (CWB) as a form of coping mechanism or retaliation, undermining organizational performance (Kacmar et al., 2013).

A growing body of literature highlights the detrimental effects of POP on workplace relationships and trust. Employees who perceive organizational politics as pervasive often experience lower levels of organizational commitment, which can lead to increased absenteeism and reduced work engagement (Meisler et al., 2020). The perception of unfairness and favoritism fosters an “us versus them” mentality, further weakening team cohesion and collaboration (Mollerstrom, 2022). This is particularly problematic in professions where teamwork and trust are essential, such as law enforcement, where officers must rely on one another to execute their duties effectively (S. Hassan et al., 2014). Police officers who perceive their department as highly political may experience feelings of alienation and reduced motivation, which can ultimately impact public safety and law enforcement integrity (Karimullah, 2024).

Despite these findings, research suggests that the effects of POP are not always universally adverse. Some employees may view organizational politics as a necessary aspect of career advancement and develop adaptive strategies to navigate politically charged environments (Hochwarter et al., 2022). Individuals with high political skills are more likely to interpret workplace politics as an opportunity rather than a threat, using networking and strategic influence to achieve professional success (Knol et al., 2024). However, for employees in high-risk professions such as law enforcement, where ethical considerations and accountability are paramount, the negative consequences of POP far outweigh any potential benefits. Officers who perceive political interference in promotions, disciplinary actions, or operational decision-making may experience heightened stress, ultimately leading to burnout and counterproductive behaviors (Baker et al., 2023; Queirós et al., 2020).

In the context of law enforcement, political maneuvering within organizations can have severe implications for the well-being and ethical behavior of officers. Research indicates that officers who perceive their department as being driven by political interests rather than public service priorities are more likely to experience emotional exhaustion and disengagement (Patterson & King, 2023). Additionally, political favoritism in law enforcement agencies can erode morale and professionalism, potentially leading to reduced adherence to ethical guidelines and an increase in workplace deviance (Karimullah, 2024). Therefore, understanding the impact of POP on law enforcement officers is critical for improving workplace policies and maintaining public trust in policing institutions (Abril et al., 2024).

Given the significant consequences of POP on both individual and organizational outcomes, it is essential to explore practical strategies for mitigating its negative impact. Transparent communication, ethical leadership, and fair performance evaluation systems can help reduce perceptions of organizational politics and foster a more equitable work environment (S. Hassan et al., 2014). Additionally, training programs focused on stress management and resilience can equip employees with the skills necessary to navigate workplace politics without compromising their well-being (Karimullah, 2024). By addressing these challenges, organizations can improve employee satisfaction, reduce workplace stress, and enhance overall productivity (Bedi & Schat, 2013).

Perceived Organizational Politics and Job Burnout

Perceived organizational politics (POP) is a recognized workplace stressor that undermines psychological well-being, especially in high-pressure and hierarchical fields such as law enforcement (Ullah et al., 2019). Job burnout—commonly manifested as emotional exhaustion, depersonalization, and reduced efficacy—is often triggered by perceptions of organizational injustice, favoritism, and internal competition (S. Hassan et al., 2014; Meisler et al., 2020). Employees who view their workplace as politically charged frequently experience cognitive overload, emotional fatigue, and chronic stress. In the policing context, structural characteristics such as rigid hierarchies and political interference intensify these effects. Meini (2023) highlights how institutional politics within police departments erode autonomy and increase ambiguity, while Baker et al. (2023) and Ribeiro et al. (2024) demonstrate that perceived favoritism and a lack of procedural transparency directly contribute to officer burnout. These findings suggest that the stress-inducing properties of POP are especially acute in public safety environments, where decision-making is high-stakes and accountability is constant. The Conservation of Resources (COR) theory (Hobfoll, 2018) provides a theoretical framework for understanding this relationship. It posits that individuals strive to conserve valued resources—such as emotional energy and job security—and burnout occurs when those resources are threatened or lost. Empirical studies by Hochwarter et al. (2022) and Pladdys (2024) confirm that political work environments accelerate resource depletion, resulting in frustration, disengagement, and reduced coping capacity. Comparative research across sectors reinforces the consistency of this pattern. In both public and private organizations, POP is positively correlated with emotional exhaustion and lower engagement (Bedi & Schat, 2013; Crawshaw et al., 2013). However, in public-sector settings such as policing, where bureaucratic constraints are more prevalent, the effects appear more pronounced (Atinc et al., 2010). These converging lines of evidence underscore the urgency of examining how POP contributes to burnout among police officers. This group is uniquely vulnerable to institutional stressors and is required to maintain high performance under pressure. Based on this theoretical and empirical synthesis, the study posits the following:

Hypothesis 1 (H1):

Perceived organizational politics is positively associated with job burnout among Thai police officers.

Perceived Organizational Politics and Counterproductive Work Behavior

Perceived organizational politics (POP) has been identified as a significant antecedent of counterproductive work behavior (CWB)—a category encompassing actions like absenteeism, deviance, and rule-breaking that harm the organization and its members (Hochwarter et al., 2022). Employees exposed to political workplace climates often perceive unfairness and inconsistency, which can evoke frustration and disengagement (Meisler et al., 2020). Such emotional responses can manifest as retaliatory or withdrawal behaviors, particularly in contexts where merit-based advancement and transparent governance are lacking (Devi, 2024). The stressor-emotion model (Spector & Fox, 2005) provides a framework to explain this dynamic, suggesting that stressors like POP trigger negative emotions—such as anger, resentment, or anxiety—that increase the likelihood of deviant workplace conduct. Supporting this, Crawshaw et al. (2013) and Bedi and Schat (2013) found that employees in politically driven environments often engage in CWBs as a form of emotional release or indirect resistance. Similarly, Ugwu et al. (2023) emphasized that perceptions of favoritism and political bias in decision-making can reduce employee morale and encourage behavior that is counter to organizational goals. In law enforcement, this relationship is particularly salient due to the ethical and procedural demands placed on officers. S. Hassan et al. (2014) and F. S. U. Hassan et al. (2024) reported that when officers perceive their departments as influenced by internal politics—whether in promotions, disciplinary actions, or resource allocation—they may become demotivated and susceptible to misconduct. Baker et al. (2023) further highlight that perceived organizational injustice within police institutions can compromise ethical standards, leading to behaviors such as the use of excessive force, insubordination, or strategic inefficiency. The organizational justice theory (Colquitt et al., 2001) complements this view, positing that employees respond to perceived inequity by withdrawing effort or engaging in counter-normative behaviors to restore a sense of fairness. Atinc et al. (2010) argue that in environments where outcomes are politically manipulated rather than merit-based, CWB may serve as a coping mechanism or informal expression of dissent. Given the high-stakes nature of police work, the convergence of political frustration and occupational pressure can increase the risk of deviant behavior. Based on this theoretical and empirical foundation, the following hypothesis is proposed:

Hypothesis 2 (H2):

Perceived organizational politics is positively associated with counterproductive work behavior among Thai police officers.

Job Burnout and Counterproductive Work Behavior

Job burnout is a well-established predictor of counterproductive work behavior (CWB), particularly in high-demand professions such as law enforcement (Maslach & Leiter, 2017). Characterized by emotional exhaustion, depersonalization, and reduced personal accomplishment, burnout impairs employees’ emotional regulation, motivation, and adherence to workplace norms (Demerouti, 2024). Among these dimensions, emotional exhaustion has been most consistently linked to CWB, as it diminishes employees’ psychological resources and increases the likelihood of deviant coping behaviors such as withdrawal, inefficiency, and interpersonal conflict (Sonnentag et al., 2010; Taris et al., 2017). The Conservation of Resources (COR) theory provides a theoretical basis for this relationship, positing that employees who experience resource depletion—be it emotional, cognitive, or social—are more prone to defensive or retaliatory behaviors (Hobfoll, 2018). Burnout represents a state of profound resource loss, leaving individuals with limited coping capacity and increased susceptibility to workplace deviance (W. B. Schaufeli & Taris, 2005). Joshi (2019) found that in law enforcement settings, chronic burnout correlates with absenteeism, insubordination, and ethical lapses, underscoring the real-world implications of this relationship. In parallel, the Job Demands-Resources (JD-R) model explains how an imbalance between high job demands and insufficient resources leads to burnout, which in turn fosters stress-induced behaviors like hostility, rule-breaking, and diminished performance (Bakker & Demerouti, 2017; Demerouti, 2024). Within police organizations, frequent exposure to trauma, organizational constraints, and workload pressure amplifies the risk of burnout. Bedi and Schat (2013) and Colquitt et al. (2001) highlight that burnout not only compromises individual well-being but also increases the incidence of CWB, including passive resistance and deliberate inefficiency. Given the theoretical foundations and consistent empirical support, the present study proposes the following:

Hypothesis 3 (H3):

Job burnout is positively associated with counterproductive work behavior among Thai police officers.

Job Burnout as a Mediator

Job burnout has been widely acknowledged as a key mediating mechanism in the relationship between perceived organizational politics (POP) and counterproductive work behavior (CWB). Employees exposed to political environments often experience emotional exhaustion and disengagement, which deplete their psychological resources and increase their susceptibility to deviant behaviors (Bakker & Demerouti, 2017; Hobfoll, 2018). The stressor-emotion model suggests that workplace stressors, such as POP, foster negative emotional states—such as frustration and resentment—that translate into CWB through the intermediary of burnout (Sonnentag et al., 2010). Empirical studies confirm that burnout, fueled by perceptions of favoritism and unfair treatment, leads to workplace deviance, including aggression, withdrawal, and ethical violations (W. B. Schaufeli & Taris, 2005; Shamsudin et al., 2023). In law enforcement settings, such strain is particularly dangerous, increasing risks of insubordination and diminished ethical judgment (Bedi & Schat, 2013; Bujang et al., 2024). The job demands-resources (JD-R) model similarly highlights that burnout arises when officers face intense job demands coupled with limited support, especially in politically driven organizations (DeHaan et al., 2024; Maslach & Leiter, 2017). Based on this theoretical and empirical support, this study proposes the following hypothesis:

Hypothesis 4 (H4):

Job burnout mediates the relationship between perceived organizational politics and counterproductive work behavior among Thai police officers.

Materials and Methods

Participants

The research sample consisted of 572 police officers selected from a total population of 1,060 officers enrolled in advanced training programs at the Police College, which operates under the Royal Thai Police Bureau. The sample size was determined using G*Power 3 software to ensure statistical validity and adequate representation (Faul et al., 2007). Participants were drawn from three specialized training courses: Superintendent, Inspector, and Administrative Officer programs. The majority of respondents (86.89%) were male, with an average age of 44 years. Regarding marital status, 68.18% of the participants were married, while 31.82% were unmarried. Additionally, 54.20% of the participants had attained a bachelor’s degree. Most respondents (59.79%) held the position of Deputy Inspector, with 37.59% serving in investigative roles. The average length of service among participants was approximately 20 years, with a mean monthly income of 37,219 THB (see Table 1).

Table 1.

Demographic Characteristics of the Participants (n = 572).

Demographic characteristics	Frequency	Percentage (%)
Gender
Male	497	86.89
Female	75	13.11
Marital status
Single	145	25.35
Married	390	68.18
Widowed	5	0.87
Divorced	30	5.24
Other	2	0.35
Education level
Lower secondary or below	1	0.17
Upper secondary/vocational certificate	17	2.97
Higher vocational certificate	7	1.22
Bachelor’s degree	310	54.2
Master’s degree or higher	237	41.43
Work division
Traffic	30	5.24
Investigation/Inquiry	215	37.59
Prevention and suppression	172	30.07
Administration	155	27.1
Position
Deputy inspector	342	59.79
Inspector	6	1.05
Deputy superintendent	171	29.9
Deputy commander	53	9.27
Average age 43.58 years
Average tenure 20.26 years
Average income 37,219.86 Baht/month

Measures

Perceived Organizational Politics (POP) was measured using the Perceptions of Organizational Politics Scale (POPS) developed by Kacmar and Carlson (1997). This scale consists of 15 items, with sample statements such as: “People in your organization attempt to advance themselves by stepping on others,”“Sometimes it is better to tell people what they want to hear rather than the truth,” and “Promotions in your organization are not based on merit, but on politics.” The scale demonstrated a Cronbach’s alpha of .87 in the study by Kacmar and Carlson (1997), and .85 in the study by Wiltshire et al. (2014). In the current study, the Cronbach’s alpha was .84.

Job burnout was measured using the Maslach Burnout Inventory–General Survey (MBI-GS) developed by W. Schaufeli et al. (1996). The scale includes three dimensions: exhaustion, cynicism, and professional efficacy. This study focused solely on the exhaustion dimension, which consisted of four items, including: “I feel mentally exhausted from work,”“I feel too tired to get up for work,” and “I feel burned out from work.” The Cronbach’s alpha for this dimension in prior studies was .89.

Counterproductive work behavior (CWB) was measured using the Individual Work Performance Questionnaire (IWPQ) developed by Koopmans et al. (2011). The short version of this scale assesses three dimensions: task performance (4 items), contextual performance (5 items), and counterproductive work behavior (5 items). This study examined only counterproductive work behavior, with sample items including: “I complain about unimportant problems at work,”“I turn small issues into big problems,”“I focus more on negative situations at work than positive ones,”“I share negative work experiences with colleagues,” and “I tell outsiders about negative aspects of my workplace.” The Cronbach’s alpha for this scale was .92.

Data Collection

The data collection process involved a structured survey administered to 572 police officers participating in training programs at the Police College under the Royal Thai Police Bureau. A convenience sampling technique was employed, where participants were selected based on their availability and willingness to respond. This non-randomized approach was used due to time constraints and accessibility considerations (Etikan et al., 2016). Participants voluntarily and anonymously completed the survey, which was distributed during training sessions. As suggested by Dillman et al. (2014), the goal of this approach was to lessen response bias and encourage truthful responses. Moreover, I evaluated the possibility of the common method variance (CMV) using Harman’s single-factor test. The findings indicated that CMV was not a significant concern in this study, as one factor only explained 29.4% of the total variance. The questionnaire consisted of validated instruments measuring perceived organizational politics, job burnout, and counterproductive work behavior. To enhance the reliability and validity of responses, participants were fully informed about the study’s purpose, their voluntary participation, and the measures taken to ensure confidentiality (Podsakoff et al., 2003). Ethical approval for the study was obtained from the institutional review board, and all participants provided informed consent before participation (Creswell & Creswell, 2017). To protect confidentiality, no personal identifiers were collected, and all responses were anonymous. Surveys were administered in a private setting during training sessions, and completed questionnaires were immediately sealed and stored securely. Participants were assured that their data would be used solely for academic purposes and that their responses would not influence their professional evaluations or status.

Data Analysis

The collected data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) via SmartPLS software, a widely accepted technique for analyzing complex relationships between latent variables in behavioral research (J. F. Hair et al., 2021). The analysis proceeded in two main stages: measurement model assessment and structural model evaluation. The measurement model was examined to ensure construct validity, reliability, and discriminant validity by assessing factor loadings, composite reliability (CR), and average variance extracted (AVE; Fornell & Larcker, 1981). Cronbach’s alpha and CR values above .70 were considered acceptable for reliability, while AVE values exceeding .50 indicated sufficient convergent validity (Henseler et al., 2015).

Once the measurement model met validity and reliability criteria, the structural model was assessed to test the hypothesized relationships among perceived organizational politics, job burnout, and counterproductive work behavior. Bootstrapping with 5,000 resamples was conducted to evaluate the statistical significance of path coefficients (J. F. Hair et al., 2021). Mediation analysis was performed following the approach suggested by Preacher and Hayes (2008) to determine whether job burnout significantly mediated the relationship between perceived organizational politics and counterproductive work behavior. Model fit was assessed using the standardized root mean square residual (SRMR), where values below 0.08 indicated an acceptable fit (Henseler et al., 2016). The results provided robust insights into the direct and indirect effects of organizational politics on counterproductive workplace behaviors.

Results

The results of this study provide empirical evidence regarding the relationships among perceived organizational politics, job burnout, and counterproductive work behavior among police officers. The measurement model was first evaluated to ensure its appropriateness for structural analysis. Following this, the structural model was analyzed to examine direct and indirect relationships between key variables. The mediation effects of job burnout were tested to determine its role in the relationship between perceived organizational politics and counterproductive work behavior. The results provide valuable insights into how organizational politics contribute to workplace deviance, as evidenced by increased emotional exhaustion among law enforcement officers.

Measurement Model Evaluation

The evaluation of the outer model in SmartPLS structural equation modeling (SEM) focuses on assessing the reliability and validity of the measurement model, which defines the associations between observed indicators and their respective latent constructs. This process is crucial for ensuring that the constructs are measured with precision, thereby establishing a robust foundation for subsequent structural model analysis (J. Hair et al., 2017; Henseler et al., 2016).

Table 2 presents the results of the measurement model assessment, evaluating the reliability and validity of the constructs used in the study. All constructs demonstrated strong internal consistency, with Cronbach’s alpha (α) values exceeding the recommended threshold of .70 (J. F. Hair et al., 2019), including CWB (α = .862), JB (α = .891), and POP (α = .835). Composite reliability (rho\_c) and rho\_a values for all constructs also met acceptable standards (>0.70), indicating good construct reliability. Convergent validity was confirmed by AVE values exceeding 0.50 for all constructs: CWB (0.610), JB (0.731), and POP (0.718), aligning with Fornell and Larcker’s (1981) criteria. Indicator loadings ranged from 0.712 to 0.925, all of which were above the 0.70 threshold, and VIF values remained below 5, indicating no concerns about multicollinearity (Kock & Lynn, 2012). These results confirm that the measurement model is both reliable and valid.

Table 2.

Measurement Model Assessments.

Item	Loadings	VIF	α	rho\_a	rho\_c	AVE
Counterproductive work behavior (CWB)			.862	0.865	0.861	0.610
CWB1	0.757	1.744
CWB3	0.712	2.445
CWB4	0.849	2.394
CWB5	0.799	2.531
Job burnout (JB)			.891	0.895	0.890	0.731
JB1	0.822	2.759
JB2	0.814	3.189
JB3	0.925	2.303
Perception of organizational politics (POP)			.835	0.837	0.835	0.718
POP1	0.871	2.054
POP2	0.823	2.054

According to Table 3, the cross-loadings of every measurement item across the three constructs—perceptions of organizational politics (POP), job burnout (JB), and counterproductive work behavior (CWB)—are shown in Table 2. Each item must load the highest on its intended construct relative to the others for discriminant validity to be established (J. F. Hair et al., 2019). As demonstrated, the CWB factor has the highest load for all CWB items (CWB1–CWB5), the JB factor for JB1–JB3, and the POP construct for POP1–POP2. The uniqueness of each construct is supported by the fact that none of the cross-loadings exceed the fundamental factor loadings. This contributes to the overall robustness of the measurement model and validates that each item accurately measures its target construct, meeting the discriminant validity requirements of Fornell and Larcker (1981).

Table 3.

Cross Loadings.

Construct	CWB	JB	POP
CWB1	0.757	0.281	0.309
CWB3	0.712	0.235	0.320
CWB4	0.849	0.339	0.325
CWB5	0.799	0.317	0.307
JB1	0.320	0.822	0.323
JB2	0.301	0.814	0.336
JB3	0.347	0.925	0.377
POP1	0.350	0.353	0.871
POP2	0.332	0.332	0.823

Note. The bold values indicate the highest loading of each item on its intended construct, demonstrating discriminant validity across the three constructs (CWB, JB, and POP).

Table 4 presents the results of discriminant validity testing using two widely accepted methods: the Fornell–Larcker criterion and the Heterotrait–Monotrait (HTMT) ratio. Fornell and Larcker (1981) suggest that a construct should share more variance with its indicators (i.e., AVE) than with other constructs. This is confirmed when the square root of AVE (diagonal values) exceeds the inter-construct correlations (off-diagonal values). In this table, the AVE square roots for CWB (0.781), JB (0.855), and POP (0.847) are all greater than their respective correlations with other constructs, confirming discriminant validity. Additionally, all HTMT values are well below the conservative threshold of 0.85 (Henseler et al., 2015), further supporting the empirical distinctness of the constructs. Together, these results indicate that the measurement model demonstrates strong discriminant validity, ensuring that each construct captures a unique aspect of the theoretical framework.

Table 4.

Discriminant Validity Calculations.

Construct	AVEs Scores			HTMT Scores
	1	2	3	1	2	3
1-CWB	0.781
2-JB	0.378	0.855		0.375
3-POP	0.403	0.405	0.847	0.404	0.404

Note. bold values are squared AVE values.

Evaluation of the SmartPLS SEM Structural Model

Following the validation of the measurement model, the structural model was examined to evaluate the hypothesized relationships between perceived organizational politics, job burnout, and counterproductive work behavior. Structural Equation Modeling (SEM) in SmartPLS was utilized to analyze the direct, indirect, and total effects among constructs. Key model assessment criteria included R¹ values, which indicate the explanatory power of independent variables, path coefficients, which determine the strength and significance of relationships, and bootstrapping procedures, which provide confidence intervals for hypothesis testing (J. F. Hair et al., 2021). Model fit was further assessed using the standardized root mean square residual (SRMR), with values below 0.08 considered indicative of a good fit (Henseler et al., 2016). The results provide insight into the mechanisms by which organizational politics influence workplace behavior, highlighting the mediating role of job burnout.

Table 5 presents the R-square (R¹) and adjusted R-square values, which indicate the proportion of variance in the endogenous variables explained by the predictors in the structural model. The R¹ value for Job Burnout (JB) is 0.217, meaning that 21.7% of the variance in JB is explained by Perceived Organizational Politics (POP), suggesting a weak to moderate level of predictive power (J. F. Hair et al., 2021). For Counterproductive Work Behavior (CWB), the R¹ is 0.164, indicating that 16.4% of the variance is explained jointly by JB and POP, which reflects a modest explanatory power (Chin, 1998). The adjusted R¹ values—0.215 for JB and 0.163 for CWB—are only slightly lower, indicating that the model’s predictive capability remains stable after accounting for model complexity (Henseler et al., 2016).

Table 5.

R-square.

Construct	R-square	R-square adjusted
JB	.217	.215
CWB	.164	.163

Table 6 presents key model fit indices for both the saturated model and the estimated model, including SRMR, d\_ULS, d\_G, Chi-square, and NFI. The Standardized Root Mean Square Residual (SRMR) is 0.044 for both models, which is well below the conservative threshold of 0.08, indicating a good overall model fit (Henseler et al., 2015). The Normed Fit Index (NFI), which compares the model to a null model, is 0.902, exceeding the recommended minimum of 0.90, further supporting acceptable model fit (Bentler & Bonett, 1980). The discrepancy measures d\_ULS (0.087) and d\_G (0.091) also indicate low discrepancy between observed and predicted correlations, although no strict thresholds exist for these indices. The Chi-square value of 272.001, while often sensitive to sample size, is provided for completeness. Collectively, these fit statistics suggest that the model provides an adequate representation of the observed data.

Table 6.

Model Fit.

Fit Indices	Saturate model	Estimated model
SRMR	0.044	0.044
d\_ULS	0.087	0.087
d-G	0.091	0.091
Chi-square	272.001	272.001
NFI	0.902	0.902

The $Q_{predict}^{2}$ analysis results, obtained from the PLS-predict procedure and assessing the predictive relevance of the structural model for the endogenous constructs, are shown in Table 7. The model has a minor but significant predictive significance, as seen by the positive and above-zero $Q_{predict}^{2}$ values for Job Burnout (JB) and Counterproductive Work Behavior (CWB) of 0.118 and 0.112, respectively (J. F. Hair et al., 2021). The model predictions outperform a naive benchmark, as indicated by the Root Mean Squared Error (RMSE) and Mean Absolute Error (MAE) for both constructions, which fall within acceptable ranges. According to recent criteria for assessing PLS-SEM predictive power, these results suggest that the model not only fits the data well but also exhibits respectable out-of-sample predictive potential (Shmueli et al., 2019).

Table 7.

Q-square.

Construct	Q¹predict	RMSE	MAE
CWB	0.112	0.946	0.742
JB	0.118	0.942	0.764

Figure 1 and Table 8 illustrate the structural relationships among perceptions of organizational politics (POP), job burnout (JB), and counterproductive work behavior (CWB), providing evidence to support all proposed hypotheses. The analysis shows that POP has a statistically significant direct effect on CWB (β = .299, t = 5.543, p < .001), indicating that higher levels of perceived politics in the organization are directly associated with greater engagement in counterproductive behaviors. Additionally, POP significantly predicts JB (β = .405, t = 8.958, p < .001), suggesting that organizational politics is a strong antecedent of employee burnout. JB, in turn, has a significant effect on CWB (β = .257, t = 5.091, p < .001), confirming its mediating role. The indirect path from POP to CWB through JB is also significant (β = .104, t = 4.625, p < .001), establishing that partial mediation is present. This means that JB partially explains how POP influences CWB, while a substantial direct effect remains. These findings reinforce the theoretical model by showing that organizational politics affect CWB both directly and indirectly through burnout, providing a more nuanced understanding of the psychological mechanisms by which workplace politics contribute to deviant behaviors.

Figure 1.

The SEM model.

Table 8.

Relationship Between Variables and Hypothesis Testing.

Relationship	β	Standard deviation	t-Statistics	p-Value	Hypothesis
JB -> CWB	.257	0.050	5.091	.000	Accepted
POP -> CWB	.299	0.054	5.543	.000	Accepted
POP -> JB	.405	0.045	8.958	.000	Accepted
POP -> JB -> CWB	.104	0.022	4.625	.000	Accepted

Discussion

The present study provides critical insights into how perceived organizational politics (POP) influence workplace functioning in high-stakes public institutions, such as law enforcement, particularly through the psychological mechanism of job burnout. The data underscore that officers who perceive their organizational environment as politically charged are significantly more likely to experience emotional exhaustion and disengagement. This supports a wealth of previous research indicating that POP serves as a persistent psychological stressor that undermines autonomy, fairness, and job security (Baker et al., 2023; Meisler et al., 2020; Ullah et al., 2019). Within the structure of Thai policing—marked by centralized authority, rigid hierarchies, and substantial cultural deference to seniority—such perceptions are particularly potent, often leaving officers with a diminished sense of control and professional efficacy (S. Hassan et al., 2014; Ribeiro et al., 2024). The Conservation of Resources (COR) theory offers a valuable lens for interpreting this pattern, as it illustrates how prolonged political stress accelerates the depletion of emotional and cognitive resources, thereby fostering burnout (Hobfoll, 2018; Hochwarter et al., 2022).

Interestingly, while POP is often linked to a wide array of adverse outcomes, the study did not find a direct relationship between POP and counterproductive work behavior (CWB). This suggests that political perceptions alone may not suffice to provoke deviant conduct; instead, they exert influence through intermediary psychological states. Such a finding advances the field by challenging overly deterministic views of workplace politics and encouraging more nuanced models that incorporate emotional and cognitive mediators. It also aligns with the stressor-emotion model, which emphasizes that political stressors must first elicit strong negative emotional responses—such as anger, resentment, or helplessness—before translating into behavioral outcomes (Sonnentag et al., 2010; Spector & Fox, 2005).

Burnout, particularly in the form of emotional exhaustion, emerged as a robust predictor of counterproductive workplace behavior. Consistent with prior literature, emotionally exhausted employees are more likely to express frustration through deviant coping strategies such as absenteeism, inefficiency, or interpersonal conflict (Joshi, 2019; Maslach & Leiter, 2017; Taris et al., 2017). Within the high-pressure context of law enforcement, burnout compromises not only performance but also ethical judgment, increasing the risk of misconduct and insubordination. This reflects the core proposition of the Job Demands-Resources (JD-R) model, which suggests that when job demands are overwhelming and organizational support is inadequate, burnout becomes a key pathway to behavioral dysfunction (Bakker & Demerouti, 2017; Demerouti, 2024).

The study’s most revealing insight lies in the indirect path from POP to CWB through job burnout. This mediation pathway confirms that burnout is the primary psychological mechanism through which political perceptions translate into deviant behavior. This aligns with earlier empirical findings that identify emotional exhaustion as the key driver of organizational deviance in politicized settings (Bujang et al., 2024; W. B. Schaufeli & Taris, 2005; Shamsudin et al., 2023). In police institutions, where officers frequently face ethically charged decisions and intense performance scrutiny, burnout not only undermines engagement but also fosters rule-breaking and resistance to authority (Bedi & Schat, 2013; Colquitt et al., 2001). Given the occupational hazards inherent to law enforcement, the risks associated with unaddressed burnout are profound, affecting both organizational efficiency and public safety.

These findings carry several practical implications. First, organizational leaders in policing should focus on depoliticizing workplace practices by establishing transparent criteria for promotions, performance evaluations, and disciplinary processes. Ethical leadership training, grounded in procedural justice principles, can mitigate perceptions of favoritism and restore institutional trust (S. Hassan et al., 2014; Karimullah, 2024). Second, burnout prevention must be integrated into the fabric of law enforcement culture through stress management training, confidential psychological support, and adequate staffing levels to prevent overload. Programs that promote peer support and resilience-building could also help officers manage the emotional toll of political climates (Berger-Estilita et al., 2024; Maslach & Leiter, 2017).

This study has several limitations. Although participants were recruited from a single police training institution, they represented diverse provinces and departments across Thailand, which enhances the external validity of the study. Nonetheless, the institutional context may constrain broader generalizability. The cross-sectional design limits causal inference; future studies should employ longitudinal, experimental, or multi-site sampling approaches to establish temporal precedence and improve representativeness. Despite efforts to reduce common method bias, reliance on self-reported, single-source data may still introduce measurement bias. Furthermore, the study assessed only the exhaustion component of burnout and a subscale of counterproductive work behavior. While this was theoretically justified, it narrows the conceptual scope. Future research should examine the full spectrum of burnout dimensions and behavioral manifestations to yield more comprehensive insights.

Lastly, the role of cultural context is particularly relevant in interpreting these findings. Thai policing operates within a collectivist society that emphasizes hierarchy, deference to authority, and the avoidance of conflict. These cultural traits may suppress overt deviance while intensifying emotional suppression, making burnout an even more likely outcome of political frustration. Thus, future work should integrate cross-cultural frameworks to examine how national values moderate the POP-burnout-CWB relationship and shape coping responses within institutional structures.

Conclusions

This study demonstrates that perceived organizational politics significantly contributes to counterproductive work behavior among Thai police officers, both directly and indirectly through job burnout. Drawing from the Conservation of Resources theory and the stressor-emotion model, the findings reveal that politically charged work environments deplete officers’ psychological and emotional resources, leading to burnout, which in turn fosters workplace deviance and disengagement. The cultural context of Thai policing, characterized by hierarchy and collectivism, may further amplify these effects by discouraging open confrontation and encouraging internalized stress responses. These insights underscore the urgent need for systemic interventions that promote transparency, ethical leadership, and organizational justice. Leadership training that focuses on fairness, the implementation of institutional support systems, and inclusive decision-making processes is a crucial strategy for mitigating job burnout and its behavioral consequences. Ultimately, addressing organizational politics is crucial to maintaining officer well-being, promoting ethical conduct, and fostering public trust in law enforcement.

Footnotes

Acknowledgements

The author would like to express sincere gratitude to all the police officers who participated in this study. Their willingness to share their experiences and insights was invaluable to the research. Appreciation is also extended to the Police Education Bureau, the Royal Thai Police for their cooperation in facilitating data collection.

ORCID iD

Waiphot Kulachai

Ethical Considerations

This study was conducted in accordance with the ethical standards outlined in the Declaration of Helsinki and was approved by the Institutional Review Board (IRB) of Burapha University, Thailand (Approval No. 21/2562), on 25 February 2019. The research design was reviewed to ensure the protection of participants’ rights, dignity, and welfare. Procedures were implemented to minimize any potential physical, psychological, or legal risk to participants.

Consent to Participate

All participants voluntarily took part in the study after being fully informed of the research aims, procedures, confidentiality measures, and their right to withdraw at any time without consequence. Written informed consent was obtained from each participant prior to data collection. Participants were assured of anonymity and that all data would be used solely for academic purposes. The potential benefits of the study—to advance knowledge in police administration and inform evidence-based policy—were considered to outweigh any minimal risk involved.

Author Contributions

WK was responsible for conceptualization, methodology, software, validation, formal analysis, investigation, resources, and data curation. He also handled writing—both the original draft and revisions—visualization, supervision, project administration, and funding acquisition. All contributions were made solely by the author, who has reviewed and approved the final manuscript.

Funding

The author disclosed receipt of the following financial support for the research, authorship, and/or publication of this article: This research was funded by Faculty of Political Science and Law, Burapha University, grant number 019/2560.

Declaration of Conflicting Interests

The author declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.

Data Availability Statement

The dataset supporting this study is publicly available and can be accessed at .

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The Dark Side of Organizational Politics: How Job Burnout Drives Counterproductive Work Behavior in Thai Police Forces

Abstract

Keywords

Introduction

Literature Review

Perceived Organizational Politics

Perceived Organizational Politics and Job Burnout

Perceived Organizational Politics and Counterproductive Work Behavior

Job Burnout and Counterproductive Work Behavior

Job Burnout as a Mediator

Materials and Methods

Participants

Measures

Data Collection

Data Analysis

Results

Measurement Model Evaluation

Evaluation of the SmartPLS SEM Structural Model

Discussion

Conclusions

Footnotes

Acknowledgements

ORCID iD

Ethical Considerations

Consent to Participate

Author Contributions

Funding

Declaration of Conflicting Interests

Data Availability Statement

References