Publication Date

2005

Document Type

Dissertation/Thesis

First Advisor

Parker, Chris P.

Degree Name

Ph.D. (Doctor of Philosophy)

Department

Department of Psychology

LCSH

Organizational behavior||Political participation--Attitudes

Abstract

This study explored how organizational politics is used as an explanation for unfavorable organizational outcomes and identified the various attributional conditions, justice conditions, and intentionality conditions under which a political individual versus a political organization is perceived. Also investigated are how these perceptions lead to various attitudes toward the political individual and the political organization. Data were analyzed from 410 individuals with a minimum of two years of full-time work experience who were randomly assigned to reflect on either a favorable or unfavorable work outcome. Participants' perceptions as to whether the reason for the outcome was a result of a political organization, a political individual, or political skill were measured. In addition, participants rated the degree to which they attributed the reason for the outcome to internal, stable, or controllable causes; the degree to which they perceived the outcome as distributively, procedurally, or interactionally just; and the degree to which they perceived altruistic or political intent. Also attitudes as a result of these perceptions were measured including organizational commitment, job satisfaction, turnover, organizational citizenship behaviors, and interpersonal trust at work. Overall, it was found that unfavorable and external outcomes led to perceptions of political individuals and political organizations. Individuals are not likely to attribute political skill as the reason for his/her favorable outcomes or lack of political skill for their unfavorable outcomes. Interactional injustice leads to a perception of a political individual and procedural injustice to the perception of a political organization. Individuals who receive an unfavorable outcome were more likely to see others involved as having self-interested and manipulative intent and, therefore, as political. These political perceptions lead to negative attitudes with regard to interpersonal trust, organizational citizenship behaviors, organizational commitment, job satisfaction, and intention to turnover for both the individual involved and the organization.

Comments

Includes bibliographical references (pages [112]-124).

Extent

viii, 168 pages, 1 folded page

Language

eng

Publisher

Northern Illinois University

Rights Statement

In Copyright

Rights Statement 2

NIU theses are protected by copyright. They may be viewed from Huskie Commons for any purpose, but reproduction or distribution in any format is prohibited without the written permission of the authors.

Media Type

Text

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