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Organizational Politics, Perceived Control, and Work Outcomes: Boundary Conditions on the Effects of Politics 1
Author(s) -
Bozeman Dennis P.,
Hochwarier Wayne A.,
Perrewe Pamela L.,
Brymer Robert A.
Publication year - 2001
Publication title -
journal of applied social psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.822
H-Index - 111
eISSN - 1559-1816
pISSN - 0021-9029
DOI - 10.1111/j.1559-1816.2001.tb02052.x
Subject(s) - psychology , social psychology , job satisfaction , organizational commitment , affective events theory , perception , politics , dysfunctional family , job attitude , perceived organizational support , job performance , control (management) , self efficacy , management , clinical psychology , political science , economics , law , neuroscience
This investigation examined the moderating influences of perceived control (i. e., personal control and job self‐efficacy) on relationships between perceptions of organizational politics and organizational commitment, job satisfaction, intention to turnover, and job stress. Although results failed to support predictions concerning the interaction of perceptions of organizational politics and personal control, some support was found for predictions concerning the interactive influence of perceptions of organizational politics and job self‐efficacy on outcomes. Data from 189 hotel managers supported the hypothesized interactive effects of perceptions of organizational politics and job self‐efficacy for the outcomes of organizational commitment and job satisfaction. These results suggest that job self‐efficacy exacerbates the relationship between perceived politics and certain dysfunctional attitudes.