Journal of Management
politics perception; job satisfaction; job tension; nonlinearity; human resources
Business Administration, Management, and Operations | Psychology
This research reports the findings of three studies (involving a total of five samples) developed to explore the nonlinear relationships of organizational politics perceptions with practically and theoretically relevant work outcomes. Study 1 hypothesized a nonlinear relationship between organizational politics perceptions and job satisfaction. In Sample 1 of this study, a nonlinear relationship was identified, best depicted as an inverted-U form, and Sample 2 replicated this finding. Study 2 hypothesized a U-shaped relationship between politics perceptions and job tension, which was identified in Sample 3 and corroborated in Sample 4. In a single-sample investigation (i.e., Sample 5), Study 3 extended nonlinear conceptualizations by considering moderation (i.e., in the form of perceived resources) and, thus, the possibility of restricted nonlinearity. Results indicated that politics perceptions demonstrated a nonlinear association with job tension (i.e., U-shaped form) only for those with fewer perceived resources. For those with higher levels of perceived resources, no relationship between politics perceptions and job tension existed. Implications of these findings for scholarship and practice are offered.
Hochwarter, W.A., Ferris, G.R., Laird, M.D., Treadway, D.C., & Gallagher, V.C. (2010). Nonlinear politics perceptions-work outcomes relationships: A three-study, five-sample investigation. Journal of Management, 36(3), 740-763, doi:10.1177/0149206308324065
Vickie C. Gallagher, Wayne A. Hochwarter, Gerald R. Ferris, Mary D. Laird, Nonlinear Politics Perceptions–Work Outcomes Relationships: A Three-Study, Five-Sample Investigation. Journal of Management (36,3) pp. 740-763, doi:10.1177/0149206308324065. Copyright © 2010 by Southern Management Association. Reprinted by permission of SAGE Publications, Inc.