The purpose of this study was to test the hypothesis that increases in perceptions of organizational politics are associated with increases in the frequency and type of subsequent political behaviors. Regression analysis using data from 260 full-time employees indicated that the frequency of proactive and reactive political behaviors would increase for those individuals who perceived greater politics in their organization.
Get full access to this article
View all access options for this article.
References
1.
AshforthB. E.LeeR. T. (1990) Defensive behavior in organizations: A preliminary model. Human Relations, 43, 621–648.
2.
FerrisG. R.KacmarK. M. (1992) Perceptions of organizational politics. Journal of Management, 18, 93–116.
3.
FerrisG. R.RussG. S.FandtP. M. (1989) Politics in organizations. In GiacaloneR. A.RosenfieldP. (Eds.), Impression management in the organization. Hillsdale, NJ: Erlbaum. Pp. 143–170.
4.
KacmarK. M.FerrisG. R. (1991) Perceptions of organizational politics scale (POPS): Development and construct validation. Educational and Psychological Measurement, 51, 193–205.
5.
KipnisD.SchmidtS. M.WilkinsonI. (1980) Intraorganizational influence tactics: Explorations in getting one's way. Journal of Applied Psychology, 65, 440–452.
6.
LidenR. C.MitchellT. R. (1988) Ingratiatory behaviors in organizational settings. Academy of Management Review, 13, 572–587.
7.
SchriesheimC. A.HinkinT. R. (1990) Influence tactics used by subordinates: A theoretical and empirical analysis and refinement of the Kipnis, Schmidt, and Wilkinson subscales. Journal of Applied Psychology, 75, 246–257.