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How career plateau beliefs and leader interpersonal unfairness harm job performance in dysfunctional organizational settings
Author(s) -
De Clercq Dirk,
Haq Inam Ul,
Azeem Muhammad Umer,
Hassan Amna
Publication year - 2020
Publication title -
canadian journal of administrative sciences / revue canadienne des sciences de l'administration
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.347
H-Index - 48
eISSN - 1936-4490
pISSN - 0825-0383
DOI - 10.1002/cjas.1560
Subject(s) - psychology , dysfunctional family , social psychology , interpersonal communication , social exchange theory , harm , attribution , organizational commitment , affective events theory , job satisfaction , job performance , job attitude , psychotherapist
Abstract Building on social exchange theory and attribution theory, this study unpacks the relationship between employees' perceptions of organizational politics and job performance, considering the mediating effect of career plateau beliefs and the moderating effect of leader interpersonal unfairness. The findings provide empirical support for the theoretical predictions. An important reason for which perceptions of dysfunctional organizational politics reduce job performance is that employees develop beliefs that opportunities for their career development are limited. This mediating role of career plateau beliefs is particularly salient to the extent that employees are exposed to organizational leaders who treat them with disrespect. Organizations can mitigate the risk that highly politicized decision‐making processes lead to negative performance outcomes by stimulating fair interpersonal relationships.