A test of competing models of the relationships among perceptions of organizational politics, perceived organizational support, and individual outcomes.
The authors aimed to distinguish between perceptions of organizational politics (POPs) and perceived organizational support (POS). Previous research has shown that these two constructs are related, and whereas some researchers have suggested that POS mediates the relationships between POPs and outcomes (e.g., M. C. Andrews & K. M. Kacmar, 2001; R. Cropanzano, J. C. Howes, A. A. Grandey, & P. Toth, 1997), others have claimed that POPs mediate the relationships between POS and outcomes (e.g., G. R. Ferris, G. S. Russ, & P. M. Fandt, 1989). The authors investigated these competing models in an organizational sample of 418 employees from a water-management-district office. Results showed that POPs and POS were related to each other and to 5 outcomes: (a) job satisfaction, (b) pay satisfaction, (c) job strains, (d) role conflicts, and (e) turnover intentions. Results also indicated that POS fully mediated 3 of the 5 relationships between POPs and outcomes and partially mediated the other 2.
Harris
Ranida B
RB
School of Business, Indiana University Southeast, New Albany, IN 47150, USA. rbharris@ius.edu
Harris
Kenneth J
KJ
Harvey
Paul
P
D000328:Adult; D000368:Aged; D001290:Attitude; D005260:Female; D006801:Humans; D008297:Male; D008875:Middle Aged; D015279:Organizational Culture; D012372:ROC Curve; D012919:Social Behavior; D012931:Social Environment; D012938:Social Perception; D012944:Social Support; D017132:Workplace / Q000523:psychology