organizational politics vs psychological health of employees an empirical study

©Prepared By Mohammad Abdullah Shah Bukhari MBA Session 2010-12

Institute Of Management Sciences University Of Baluchistan Quetta Pakistan

pg. 1

The Relation Ship of Organizational Politics with Psychological Health of employee an Empirical Study.

16. Feb.2013. Dr. Jahanvash Kareem

Lecturer, Institute of Management Sciences University of Baluchistan Quetta

Pakistan.

Mohammad Abdullah

Institute of Management Sciences University of Baluchistan Quetta Pakistan

(MBA Finance) session 2010-12

Correspondence author: Mohammad Abdullah

[email protected]

Cell: 00923458167252

Class Enrollment: E-37

Abstracts

This study was conducted to describe the relation ship concerning organizational politics which is

also termed as office politics and psychological health of employees. After reviewing literatures it

is concluded that the office politics have an adverse bearing on the psychological well-being of

employees more over same is the universal perception. We decided to collect data using

questionnaire. “7 & 5 scale Likert style rating questionnaire”. Different variables were used

Emotional intelligence; negative effects, positive affect, satisfaction with life; happiness and life

orientation were the dependent variables of the study. Study (n= 150) employees of Quetta city

who were from sundry public and private sectors, response rate was 71 %. SPSS version 16 was

used for data analysis. And our findings were totally adverse of all prior theories in this regard.

And we are going to unfold new knowledge on this topic. After doing a comprehensive data

analysis using “Simple Linear Regression and Correlation” it is concluded that office politics

have a positive bearing on psychological health of employees. If we want productivity from our

employees we should reduce restriction as much as possible. Unleashed employees are more

likely to be motivated as compare to their counterparts’ restricted ones.

Key words: Organizational Politics, Flourishing, Employee Psychological Health, Office Politics

mailto:[email protected]



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ntroduction Firs of all understand

what politics is? Basically politics is the

use of power or put the power into

action can be formally defined as

“Intentional behaviors that are aimed at

enhancing the influence in order to protect

vested interests”. Organizational politics

referred to those activities that are not

required as a formal role in the organization

setting. All organizations are subject to

conflict and competition between the desires

and interests of different departments, teams

and individuals. Organizational politics

refers to the processes through which these

rival interests are played out and eventually

reconciled. While in an ideal organization it

may be hoped that decisions are made on a

rational basis, politics is inherently non-

rational and subject to power interactions

between miscellaneous interests.

Understanding the political system of an

organization is necessary for a leader to

operate effectively and reach their goals. A

leader, exercising power, is able to have a

strong influence on the political climate of

an organization through their decisions, their

way of handling conflict and providing

recognition, support and inspiration to their

teams.

Negative organizational politics may be very

destructive for an organization. This has

been identified as one of the major sources

of stress within modern businesses. Negative

politics includes the use of subversive

methods to promote a personal agenda

which may undermine organizational

objectives, divert energy away from

organizational goals and compromise the

interests, cooperation and fulfillment of

other employees. Such tactics may include

filtering or distortion of information, non-

cooperation, allocating blame, reprisals,

dishonesty, obstructionism and threats.

Often, political behavior and maneuvering

within an organization is caused by

uncertainty, such as unclear objectives,

poorly defined decisions, competition and

change. A leader's influence may be used to

smother a political climate that promotes

such negative politics.

By promoting a positive culture that values

integrity, respect and fairness within their

team, the leader is able to channel people's

interests and energy away from negative

political interplay and towards an alignment

with organization objectives. Allowing team

members to express their interests and

demonstrating a commitment to support

individual needs integrates their fulfillments

into the work organization and promotes the

positive resolution of political conflicts.

Constructive politics are good in the short

as well as in the long run in contrast of their

counter party distractive politics my rarely

benefit in the short run but not at all in the

long run. Destructive people are myopic and

always found disturbed due to the negative

thinking and jealousy due to which they

cannot see anybody happy there.

The objectives of the study are to scrutinize

the Correlations between Organizational

politics and psychological health.

Identification of pertinent negative features

from the organizational perspective. The

present research was developed to

reexamine the factors organizational

politics’ impacts to psychological health of

employees, and provide valid evidence for

both the psychological health and new

measure of Organizational politics.

2. Literature Review

Skillful and appropriate use of organizational politics is necessary for a leader to acquire and

retain power and to accomplish major goals. Although political behavior can be unethical and

destructive, it also can and should be ethical and contribute to a balanced set of interests. Perhaps

we can join Aristotle in viewing organizational politics as a means of reconciling differences

I

http://www.alagse.com/leadership/l3.php



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through consultation and negotiation, and as a means of creating order out of diversity while

avoiding abuses. As Adolf Berle wrote in 1969 (p.562-3):

Potentially Unethical Political Strategies and Tactics (Adapted from Dubrin p.203-4, 227-8) any

technique of gaining power can be unethical if practiced in the extreme and with negative

intentions. For example, a person who supports a boss by feeding him or her insider information

that could affect the price of company stock is being unethical.

Pfeffer (1992, p.30) defined politics as the processes, the actions, the behaviors through which

potential power is utilized and realized.

Another author (Dubrin, 2001, p.192) defined organizational politics as informal approaches to

gaining power through means other than merit or luck. It could be argued that politics are used

primarily to achieve power, either directly or indirectly, e.g., by being promoted, receiving a larger

budget or other resources, or gaining desirable assignments.

Factor Contributing to Political Behavior in Organizations (Morgan, 1986, p.142) it is useful to

remember that in its original meaning, the idea of politics stems from the view that, where

interests are divergent, society should provide a means of allowing individuals to reconcile their

differences through consultation and negotiation.

(Morgan, p.148) An organization's politics is most clearly manifested in the conflicts and power

plays that sometimes occupy center stage, and in the countless interpersonal intrigues that provide

diversions in the flow of organizational activity. Politics occurs on an ongoing basis, often in a

way that is invisible to all but those directly involved.

(Morgan, p.155) As Scottish sociologist Tom Burns has pointed out, most modern organizations

promote various kinds of political behavior because they are designed as systems of simultaneous

competition and collaboration. People must collaborate in pursuit of a common task, yet are often

pitted against each other in competition for limited resources, status, and career advancement..

(Adapted from Morgan, p.195-8) There is a danger when becoming sensitized to political

behavior that one begins to see everything as political, to develop a Machiavellian interpretation

that suggests that everyone is trying to outwit and outmaneuver everyone else. Rather than use

politics to generate new insights and understandings that can help deal with divergent interests.

Exercising Control over Dysfunctional Politics (Loosely based on Culbert & McDonough, 1985;

Dubrin, 2001, and Pettigrew, 2003) although necessary, organizational politics can hurt an

organization and its members when carried to excess. Too much politicking can result in lower

morale, higher turnover, and wasted time and effort, thereby lowering performance. To avoid

these negative consequences, leaders should combat political behavior when it is excessive and

dysfunctional.

(Adapted from Morgan, p.194-5) After reflecting on the realities of political dynamics and

behaviors in organizations, it seems appropriate to reevaluate the myth of a highly rational,

objective, non-political organization. The idea of rationality seems to be invoked to overcome the

contradictions inherent in the fact that an organization is simultaneously a system of competition

and a system of cooperation. An emphasis on rationality could lead us to construct an organization

that does not manage the diversity of interests present and, therefore, is ineffective and unstable.

3. Research Variables

Research conducted on the basis of organizational politics and psychological health relation.

Research determined the impact of organizational politics on employee’s’ psychological health.



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Research also examined the relationship between the organization politics and the 6 variables

measuring the different dimensions of psychological health. Following are the variables:

3.1 Negative effect

Watson and Clark (1984) defined negative affectivity as a mood-dispositional dimension that

reflects pervasive individual differences in negative emotionality and self-concept Negative

affectivity represents an affective state dimension. Tellegen (1985) has demonstrated that

individuals differ in negative emotional reactivity. Trait negative affectivity roughly corresponds

to the dominant personality factor of anxiety/neuroticism within the Big Five personality traits.

3.2 Positive affect

In recent research, two broad, general factors—typically labeled Positive Affect (PA) and

Negative Affect (NA)—have emerged reliably as the dominant dimensions of emotional

experience. These factors have been identified in both intra and inter individual analyses, and they

emerge consistently across diverse descriptor sets, time frames, response formats, languages, and

cultures (Almagor & Ben-Porath, 1989; Mayer & Gaschke, 1988; Meyer & Shack, 1989;

Tellegen, 1985; Watson, 1988b; Watson, Clark, & Tellegen, 1984; Watson & Tellegen, 1985;

Zevon & Tellegen, 1982). To measure these factors, Watson, Clark, and Tellegen (1988)

developed the Positive and Negative Affect Schedule (PANAS), which consists of two 10-item

scales for PA and NA, respectively. (1994, Watson and Clark the PANAS-X: Manual)

3.3 Life orientation

The bipolar dimensional view has two measures: the Scheier and Carver (1985) life orientation

test (LOT) and Seligman et al (1975). Attribution style questionnaire the (LOT-R) questionnaire is

the most commonly used questionnaire to measure dispositional optimism. Dispositional optimism

is a generalized belief that the good things will happen Kavussanu and McAuley (1995).

Questions are answered using five point scales. A coping item for the original (LOT). This test

focuses more on expectation of good verses bad outcomes. Internal consistency and test re test

reliability remained high.

3.4 Satisfaction with life

The Satisfaction with Life Scale is a short and reliable measure of life-satisfaction. Life-

satisfaction is the cognitive component of subjective well-being (happiness). It allows people to

consider the aspects that are most important to them and to evaluate how satisfied they are with

them. Well, the “Satisfaction with Life Scale” was developed by the man some call “Dr.

Happiness,” who has studied this subject more than 25 years, who featured first among researchers

in its January 17, 2005 special issue on happiness research. Dr. Ed Diener from the University of

Illinois didn’t just make up five questions off the top of his head and call it a scientific instrument.

There are a variety of ways to test such scales, and this one has been found to be valid (internally

consistent, distinct) and reliable (stable) for both young and old.

3.5 Happiness

Happiness constructs and measures vary as to whether they focus mainly on “cold cognitions”

such as beliefs and evaluative judgments or on “hot” affective phenomena such as moods and

emotions. Constructs also vary as to their target. Moods are relatively free floating affective states

that may not have a known cause or target, emotions have specific targets, and attitudes by

definition are judgments about attitude objects. (Cynthia D. Fisher. 2010)

3.6 Emotional intelligence

Emotional intelligence (EI) is the ability to identify, assess, and control the emotions of oneself, of

others, and of groups. It can be divided into ability EI and trait EI. Ability EI is usually measured

using maximum performance tests and has stronger relationships with traditional intelligence,



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whereas trait EI is usually measured using self-report questionnaires and has stronger relationships

with personality.

3.7 Organizational Politics

Organizational politics explains self serving, devious and manipulative behavior of employees

towards their work environment only for their self interests. These self interests might be at the

cost of other employees or may be organizational goals as well. Ferris and Kacmar (1992)

described that perception of politics is an employees’ observation about others self interested

activities. Self interested activities may be included the selective manipulation and management of

organizational policies. Kacmar and Carlson (1997) explained that 15 items scale based upon the

three dimensions.

3.8 Structural Model:

In this model organizational politics is independent construct and the other 6 variables are the

dependent variables, Correlation and regression analysis are used to find the relationship by

manipulation of dependent variable. I am here examining the prospective relationship between

these variables. “For instance increase in organizational politics is producing concomitant increase

in Negative effect variable. We are delving in pursuits of the relationship of psychological health

& organizational politics.

0.369**

(P=0.000)

0.660**

(P=0.000)

0.461**

(P=0.000)

0.473**

(P=0.000)

0. .307* (P=0.010)

0.137 (P=0.189)

(H 1)

(H 2)

(H 3)

(H 4)

(H 5)

(H6)

PA

EI

SWL NE

LO

H

OP



pg. 6

3.9 Hypotheses:

Hypotheses 1:

H0: Organizational politics have no relationship with positive affect.

H1: organizational politics have a relationship with positive affect.

Hypotheses 2:

H0: Organizational politics have no relationship with Negative effect.

H1: organizational politics have a relationship with Negative effect.

Hypotheses 3:

H0: Organizational politics have no relationship with Life orientation.

H1: organizational politics have a relationship with life orientation.

Hypotheses 4:

H0: Organizational politics have no relationship with Satisfaction with life.

H1: organizational politics have a relationship with Satisfaction with life.

Hypotheses 5:

H0: Organizational politics have no relationship with happiness.

H1: organizational politics have a relationship with happiness.

Hypotheses 6:

H0: Organizational politics have no relationship with Emotional intelligence.

H1: organizational politics have a relationship with Emotional intelligence.

These are some logical notions about the main hypothesis relationship. Our main objective

through this analysis is to delineate the panoramic view of relationship and to quantify the

magnitude of these correlations. Reunion of these variables and hypothesis will result in a

purposeful conclusion and are likely to help in understanding and mainstreaming the

organizational politics efficiently.



pg. 7

4. Research Methodology:

4.1 Research design:

The design a master plan that specifies the methods and procedures for collecting and analyzing

the needed information. A research design provides a framework or plan of action for the research.

Mark Saunders, Philip Lewis, & Adrian Thornhill. (2009)Main purpose of the research was to

describe the relationships between organizational politics and the psychological health variables. It

is basically a descriptive research and explanatory as well descriptive factor is overwhelming.

Examined the bearings of proscribed practices within the organizational setting. Formulation of an

astute conclusion regarding the organizational politics. The focus of study is to find and describe

the relevance of organizational politics and causes and effects of these relationships. My

inclination was also towards the exploratory but I came to know that it is not a new topic lots of

researches have been previously done for the said purpose. The researches were similar but less.

But now I am delving to enlighten more parameters.

4.2 Universe:

The sample frame for the study was all employees whether public or private where the sampling

frame geographic area was Quetta city. The reason for sampling frame were following,

Because they all can give purposeful information

Financial constraints

I saw every second person was a victim of office politics in Quetta

I decided to take initiative from my home town

It was feasible to collect data from this population

4.3 Sampling:

How ever it is decided to collect sample data from 150 employees.

Following are the main drivers of the sampling frame

Because my study was concerned with the organizational psychology

Political behavior which is practiced in the organization

Psychological distress stems from job

Identifying the contribution of organizations to the social psychology

Due to large sample size simple random sampling is chosen because there are small

organizations in Baluchistan and response rate is very low there fore it was not possible

to collect data from only one organization.

To capture variety of views

To delineate actual representation

Sample size was 150 employees

Due to fallacious response rate

4.4 Tools for data collection:

For the data collection closed ended questionnaire is used because it is the best barometer in the

Descriptive researches.

“Fundamentally questionnaire is a set of stimuli in which literate people are exposed in order to

observe their verbal behavior under these stimuli”. (G.A. Lund Burg)

Methods of data collection were mixed i.e. delivery and collection, structured interviews, group

interviews.



pg. 8

4.5 Reasons for selecting questionnaire for data collection

Due to the fact that most of the respondents were literate and if not can consult from an educated

person. And ethical point confidentiality was also there these were some reasons to choose

questionnaire. And because my research is descriptive and qualitative there fore questionnaire is

being selected.

4.6 Formation of questionnaire:

Questionnaire was obtained by latest researches of psychometric; questionnaire was highly

sophisticated and precise. Content validity; construct validity, reliability, consistency etc. all the

dimensions were perfectly well-thought-out in. Every variable is measured by many questions.

Every response was authenticating by the numerous questions they were looking dissimilar but

measuring the same variable with diverse style. Ethical standpoint was well-thought-out in the

questionnaire. That is no one should identify their name their participation is volunteer and every

one was free to answer or escape the question and they were free to retreat at any stage from the

study. Questions were not so personal. Questionnaire was capturing the following attributes of

elements

Age of respondent

Gender of respondent

Positive affect of psychological health of respondent

Negative effect of psychological health of respondent

Life orientation or social perception/relation of respondents

Life satisfaction of respondents

Emotional intelligence of respondents

An attribute of organization i.e. organizational politics

4.7 Test used for data analysis

As variables are qualitative therefore regression analysis was good for the measurement of

variables. Simple linear regression and correlation used due to one fix variable other all random

variable. If I had more than one fix variable than I was able to apply multiple linear regression

model. Data collected for hypotheses was nonparametric and interval ratio that is scale in spss

language. Descriptive statistics for data analysis has also been used here such as mean, standard

deviation.



pg. 9

5. Results

5.1 Hypotheses 1:


H1: organizational politics have a relationship with positive affect.

Correlation matrix specifying that there is positive correlation among organizational politics and

positive affect that is 0.137 but due to type-2-error [p >0.05, β] p= 0.189 which is the sign of

doubt towards the significance of this relationship and revealed that this relation was by chance

and unrealistic.

Synthesis:

Because p = 0.189 so the positive relation that was 0.137 rendered idealistic and by chance. Hence

it is concluded that alternate hypothesis H1 is overruled and null hypothesis H0 is accepted i.e.

there is no relationship among these two variables.

5.2 Hypotheses 2:


H1: organizational politics have a relationship with Negative effect.


negative affect that is 0.369 and due to p = 0.000 is type-1-error i.e. [p <0.05, α] which is the

connotation towards the significance of this relationship and revealed that this relation is

significant and real.

Synthesis:

Because p = 0.000 so positive relation that was 0.369 rendered realistic and significant. Hence it is

concluded that the alternate hypothesis H1 is accepted and null hypothesis H0 is rejected i.e. there

is a positive relation relationship among these two variables. That is one unit increase n

organizational politics will yield up to 0.369 increases in negative effect.

5.3 Hypotheses 3:


H1: organizational politics have a relationship with life orientation.


negative affect that is 0.660 and due to p = 0.000 is type-1-error i.e. [p <0.05, α] which is the

connotation towards the significance of this relationship and revealed that this relation is


Synthesis:

Because p = 0.000 so positive relation that was 0.660 rendered realistic and substantial. Hence it is

concluded that the alternate hypothesis H1 is recognized and null hypothesis H0 is nullified i.e.

there is a positive relationship among these two variables. That is one unit increase in

organizational politics will bring out up to 0.660 set-ups in Life orientation.

5.4 Hypotheses 4:


H1: organizational politics have a relationship with Satisfaction with life.


satisfaction with life that is 0.461 and due to p = 0.000 is type-1-error i.e. [p <0.05, α] which is



pg. 10

the connotation towards the significance of this relationship and revealed that this relation is


Synthesis:

Because p = 0.000 so positive relation that was 0.461 delivered realistic and significant. Hence it

is concluded that the alternate hypothesis H1 is accepted and null hypothesis H0 is rejected i.e.

there is a positive relation relationship among these two variables. That is one unit increase in

organizational politics will produce up to 0.461 increases in satisfaction with life.

5.5 Hypotheses 5:

H0: Organizational politics have no relationship happiness.

H1: organizational politics have a relationship with happiness.


satisfaction with life that is 0.473 and due to p = 0.000 is type-1-error i.e. [p <0.05, α] which is

the connotation towards the significance of this relationship and brought out that this relation is


Synthesis:

Because p = 0.000 so positive relation that was 0.473 rendered realistic and significant. Hence it is

concluded that the alternate hypothesis H1 is accepted and null hypothesis H0 is rejected i.e. there

is a positive relation relationship among these two variables. That is one unit increase in

organizational politics will produce up to 0.473 increases in happiness.

5.6 Hypotheses 6:


H1: organizational politics have a relationship with Emotional intelligence.


emotional intelligence that is 0.307 but due to type-2-error [p >0.05, β] i.e. p=0.010 which is the

subtext towards the insignificance of this relationship and revealed that this relation was by

chance.

Synthesis:

Because p = 0.010 so the positive relation that was 0.307 rendered unrealistic and by chance.

Hence it is concluded that the alternate hypothesis H1 is rejected and null hypothesis H0 is

accepted i.e. there is no relationship among organizational politics and emotional intelligence.

6. Discussion and Conclusion

6.1 Conclusion/ Synthesis:

This study is describing the relation ship between organizational politics that is also termed as

office politics and psychological health of employee. After doing a lot of literature review i came

to know that the office politics have an adverse effect on the psychological health of employee

more over same is the universal perception. We decided to collect data using questionnaire.

Questionnaire is developed to measure the different dimensions of psychological health and

organizational politics emotional intelligence, negative effects, positive affect, satisfaction with

life, happiness and life orientation were the dependent variables of the study and organizational

politics was the only independent variable of the study.



pg. 11

Data collected form the 106 employees sample size was 150 employees of Quetta city who were

public and private as well. Major data collected from university of Baluchistan, PTV Quetta

Centre, Secretariat and from my acquaintances. Findings of my results were unpredictable and

were totally adverse of my expectation and prior theories it may be due to unpredictability of the

inhabitant of this geographic area. Even though I am prospered in my aims because I have

developed new theory which I believe will be tested in future researches and will contribute

towards organizational success.

After doing a comprehensive data analysis/systematic empiricism using “simple linear regression”

i came to know that office politics increasing psychological health. Actually organizational

politics should reduce the positive effect but here in my result organizational politics have no

effects on the positive affect means the optimism is not affected by the organizational politics.

And in the 2nd hypothesis my results are illuminating a positive correlation among organizational

politics and negative effect which is good sign that there is relationship. As the organizational

politics will increase it will adversely affect psychological health and this is logical as well. 3rd

hypothesis revealed the results that increase in organizational politics will yield an increase in life

orientation. Which is illogical but it is the finding of my research. That means people will start

taking care of each others when there will be organizational politics.

4th hypothesis results that increase in organizational politics is likely to reveal corresponding

positive change in the satisfaction with life and increase it. It means office politics increasing

satisfaction with life people feel contended after doing it. 5th hypothesis also like 4th hypothesis

suggesting that increase in organizational politics fetching cheerfulness in the life. Positive

correlation has been found in the data analysis. It means people will be better-off if they will be

allowed to practice office politics. And the last hypothesis telltale that if organizational politics is

more at somewhere than emotional intelligence would build up but it is not necessary it was by

chance and unrealistic. It is suggesting that office politics does not increasing emotional

intelligence. Sensitivity to the emotions of others and an illusive control on your own emotions.

After undertaking a systematic empiricism using “simple linear regression” and Pearson

correlation concluded that office politics increasing psychological health. Overall conclusion is

that organizational politics have a positive bearing on psychological well-being and good for

psychological health of employees. Employees should be allowed to practice politics but in the

favor of organization. Management should keep an eye to the employee’s activities and stay

abreast of internal affairs. Political employees may be the better than non political ones effective

utilization of their capabilities may lead to organizational drift and can be emerged as distinctive

competence of the organization.

6.2 Importance of findings:

Our findings are more valuable because they are exploring glistening avenues. It suggesting that

employee’s should countenance playing politics freely. Ours findings proposing that employees

should be allowed to practice office politics because they will feel contended and will work

happily. They are more likely to be motivated after achieving career goal in consequence of their

own effort rather just working as machine with bounded rationality. It should be accepted that

political employees are more fruitful for an organization than non political employees. As all the

previous researches done in this topic are suggesting that employees should not allow to play

politics within the office premises but we believe if employees are allowed to play politics they

will be more productive for the organization and society. This would be their competency and we

should take example of Prime Minister or the head of state all are politician how effectively they

are serving their country and their vision drift country to the success. Our verdicts are of well



pg. 12

prominence for the critical thinkers they can find new avenues from this study. Actually people

play politics who are optimistic i.e. the believe in positive ramification of their actions.

6.3 Limitations:

Following are some major limitations of my study:

Illiteracy of society

Culture

Financial constraints

Time constraints

Adverse behavior of participants

Resource constraints

Social values

Biased responses

Lake of interest from respondent side

Random tick marking from respondent side

Lake of social support

The results are specific in one geographical area and may or may not be generalizable to

other areas

Biased response of respondents delusions

Disability to compensate respondents that brought lake of interest

6.4 Recommendations

Research recommends that organizations should channelize their human resource towards

ensuring that politics in their organizations should not become destructive. Organizations

experts like organizational psychologists should be involved to recognize and handle the

catastrophes of their organization. By hiring the organization psychologist organizations will

be able to realize the employees’ needs and work for the betterment of the organization

environment. Strategic managers should be highly diplomatic and well versed politicians i.e.

leadership skill as well. Employees should be allowed to practice politics but management

should ensure it functional. It may also propose that the organizations should manage

development curriculum periodically for their supervisors to better understand the political

environment and enable them to take timely corrective actions.

Every member of staff should be the part of decision making i.e. participation and

management should share success with their subordinates as well. It may also endorse that the

organization should be proactive in analyzing political activities from their inception. Leaders

should channelize the political skills of the employees towards the organizational success. In

this way the employees of the organization psychologically and expressively associate with

their institution and coworkers. Organization must arrange orientations for the new

employees, which will be helpful in socializing them to the culture of organization.

Organizations should induct employees after intensive psychological scrutiny. Only induct

them when they found psychologically fit for the prospective position in term of doctrine,

approach, beliefs, background, KSA level, personality etc. Contemporary psychometrics has



pg. 13

made possible this type of scrutiny using different scale of measurement contagious in the

questionnaires. In future the research could be done in different sectors with others variables.



pg. 14

Annexure “a” Questionnaire

Dear Respondent,

I am a graduate student currently at the Institute of Management Sciences, University of

Baluchistan and conducting research for the completion of my Masters in Business

Administration. This research is about the impacts of political behaviors within organizational

settings.

Your participation in this study is voluntary and is important for the success of this study. The

questionnaire that follows focuses on a variety of issues relating to organizational politics & its

consequences. Please answer all questions to the best of your ability so this survey can be used for

this research. I will be the only one who will see your responses and your confidentiality is

assured.

You have the right to withdraw from this research at any stage without penalty or loss of benefits.

No individual will be identified in my thesis.

If you would like further information about this study, or have problems in completing this

questionnaire please contact me:

Mohammad Abdullah

Institute of Management Sciences,

University of Baluchistan

Email: [email protected]

1) Indicate your age in years: _____

2) Gender (Circle One): a. Male b. Female

Positive affect Negative affect

(A)

On average I am ---

--

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Mo

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(B)

On average I

am -----

Ver

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A

Lit

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Mo

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1. Active 1 2 3 4 5 1. Afraid 1 2 3 4 5

2. Determined 1 2 3 4 5 2. Nervous 1 2 3 4 5

3. Attentive 1 2 3 4 5 3. Upset 1 2 3 4 5



pg. 15

Organizational politics

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Please take a short look on the description and then circle the level

of agreement on each of the times below based on your opinion

1. It is best not to rock the boat (not make disturbances) in this

organization

1 2 3 4 5 6 7

2. Sometimes it is easier to remain quiet than to fight the system 1 2 3 4 5 6 7

3. it is safer to think what you are told than to make up your own

mind

1 2 3 4 5 6 7

4. Agreeing with powerful others is the best alternative in this

organization

1 2 3 4 5 6 7

5. When it comes to pay raise and promotion decisions, policies are

irrelevant.

1 2 3 4 5 6 7

6. In this organization, telling others what they want to hear is

sometimes better than

telling the truth

1 2 3 4 5 6 7

7. People in this organization attempt to build themselves up by

tearing others down

1 2 3 4 5 6 7

8. There has always been an influential group in this department that

no one ever crosses

1 2 3 4 5 6 7

9. Promotion around here are not valued much because how they are

determined is so political

1 2 3 4 5 6 7

10. None of the raises I have received are consistent with the policies

on how raises should be determined

1 2 3 4 5 6 7

11. Employees are encouraged to speak out frankly even when they

are critical of well- established ideas

1 2 3 4 5 6 7

12. The stated pay and promotion policies have nothing to do with

how pay raises and promotions are determined

1 2 3 4 5 6 7

13. There is no place for yes-men around here; good ideas are

desired even if it means Disagreeing with superiors.

1 2 3 4 5 6 7

14. Since I have worked in this department/organization, I have

never seen the pay and promotion policies applied politically

1 2 3 4 5 6 7

15. I can’t remember when a person received a pay increase or

promotion that was inconsistent with the published policies.

1 2 3 4 5 6 7

4. Inspired 1 2 3 4 5 4. Hostile 1 2 3 4 5

5. Alert 1 2 3 4 5 5. Ashamed 1 2 3 4 5



pg. 16

Life orientation

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Instructions

Using the scale below as a guide, Tick a number on the line

preceding each statement to indicate how much you agree with it.

1. I have so much in life to be thankful for. 1 2 3 4 5 6 7

2. If I had to list everything that I felt grateful for, it would be a

very long list.

1 2 3 4 5 6 7

3. When I look at the world, I don’t see much to be grateful for. 1 2 3 4 5 6 7

4. I am grateful to a wide variety of people. 1 2 3 4 5 6 7

5. As I get older I find my self .more able to appreciate the people,

events, and situations that have been part of my life history.

1 2 3 4 5 6 7

6. Long periods of time can go by before I feel grateful to

something or someone.

1 2 3 4 5 6 7

Life satisfaction

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How much satisfied you are with Life?

1. In most ways my life is close to my ideal. ( I am happy with

my life)

1 2 3 4 5 6 7

2. The conditions of my life are excellent. 1 2 3 4 5 6 7

3. I am satisfied with my life. 1 2 3 4 5 6 7

4. So far I have gotten the important things I want in life. 1 2 3 4 5 6 7

5. If I could live my life over, I would change almost nothing. 1 2 3 4 5 6 7



pg. 17

Happiness

Instructions to participants: For each of the following statements and/or questions, please circle

the point on the scale that you feel is most appropriate in describing you.

1. In general, I consider myself:

Not a very happy person 1 2 3 4 5 6 7 A very happy person

2. Compared to most of my peers, I consider myself:

Less happy 1 2 3 4 5 6 7 More happy

3. Some people are generally very happy. They enjoy life regardless of what is going on, getting

the most out of everything. To what extent does this characterization describe you?

Not at all 1 2 3 4 5 6 7 A great deal

4. Some people are generally not very happy. Although they are not depressed, they never seem as

happy as they might be. To what extend does this characterization describe you?

Not a great deal 1 2 3 4 5 6 7 A great deal

Emotional intelligence

Instructions

Following are phrases describing people's behaviors. Please use the rating scale below to describe

how accurately each statement describes you. Describe yourself as you generally are now, not as

you wish to be in the future. Describe yourself as you honestly see yourself, in relation to other

people you know of the same sex as you are, and roughly your same age. So that you can describe

yourself in an honest manner, your responses will be kept in absolute confidence. Please read

each statement carefully, and then tick in the box that corresponds to the number on the scale.

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1 I have a good sense of why I have certain feelings most of the

time.

1 2 3 4 5

2 I have good understanding of my own emotions (e.g., sadness,

happiness or anger).

1 2 3 4 5

3 I really understand what I feel. 1 2 3 4 5

4 I always know whether or not I am happy. 1 2 3 4 5

5 I always know my friends’ emotions from their behavior. 1 2 3 4 5



pg. 18

6 I am a good observer of others’ emotions (e.g., sadness,

happiness or anger)

1 2 3 4 5

7 I am sensitive to the feelings and emotions of others. 1 2 3 4 5

8 I have good understanding of the emotions of people around

me.

1 2 3 4 5

9 I always set goals for myself and then try my best to achieve

them.

1 2 3 4 5

10 I always tell myself I am a competent person. 1 2 3 4 5

11 I am a self-motivated person. 1 2 3 4 5

12 I would always encourage myself to try my best. 1 2 3 4 5

13 I am able to control my temper and handle difficulties

rationally.

1 2 3 4 5

14 I am quite capable of controlling my own emotions (e.g.,

sadness, happiness or anger).

1 2 3 4 5

15 I can always calm down quickly when I am very angry. 1 2 3 4 5

16 I have good control of my own emotions. 1 2 3 4 5



pg. 19

Annexure “b” Refferences bibliographies auxiliaries:

Berle, Adolf A. (1969). Power. New York: Harcort, Brace & World. Culbert, Samuel A. & McDonough, John J. (1985). Radical management:

Power politics and the pursuit of trust. New York: The Free Press.

Jahanvash Karim and Robert Weisz 2010. Cross-Cultural Research on the Reliability andValidity of the Mayer-Salovey-Caruso EmotionalIntelligence Test (MSCEIT) SAGE Publications.

Dubrin, Andrew J. (2001). Leadership. (3rd ed) New York: Houghton Mifflin

Morgan, Gareth (1996). Images of organization (2nd ed).

Newbury Park: Sage Pettigrew, Andrew (2003). "Strategy as process, power and change," in Stephen Cummings & David Wilson (2003), Images of Strategy. Malden, MA: Blackwell.

Pfeffer, Jeffrey (1992). Managing with power: Politics and influence in organizations. Boston: Harvard Business School Press.

Cynthia D. Fisher. (2010) "Happiness at work" International journal of management reviews, 12 (4), 384-412.

G D Batty PhD, J E Ferrie PhD,M Hamer PhD, M Kumari PhD,Prof M G Marmot MD,A Singh-Manoux PhD,Prof A Steptoe DPh); September 14, 2012. Job strain as a risk factor for coronary heart disease: a collaborative meta-analysis of individual participant data. Published online

Gallagher, Vickie Coleman, "Situational and Dispositional Antecedents and Consequences of Impression Management Tactics: The Role of Political Skill" (2007). Electronic Theses, Treatises and Dissertations. Paper 4381. http://diginole.lib.fsu.edu/etd/4381

Raymond masse, carole pouling, clement dassa, jeans lambert, Sylvie belair and alex battaglini (1998). The structure of mentle health: highier order conformatory factor analysis of psychological distress and well beingmeasure social indicator research.

Kabilan , Ahmad, Zainol Abidin (2010). Facebook: An online environment for learning of English in institutions of higher education? School of Educational Studies, Universiti Sains Malaysia, 11800 13 179–187 Penang, Malaysia Internets and Higher Education.

SHARON K. HOWELL B.S.B.A University of Alabama in Huntsville, 1992 INVESTIGATING THE EFFECTS IN THE ACCOUNTING PROFESSION Master

http://diginole.lib.fsu.edu/etd/4381



pg. 20

of Accountancy University of Alabama in Huntsville, 1998.

Student: yu-chia-kuo RA 7921123 Advisor: Dr. Tazai-zang-lee June 2005.An empirical study on the impact of perceived organizational politics on job satisfaction. National cheng Kung university (IMBA) Program master thesis.

Coole, David R., "Expansion and validation of the Political Skill Inventory (PSI ): An examination of the link between charisma, political skill, and performance" (2007). Graduate School Theses and Dissertations. http://scholarcommons.usf.edu/etd/680CHU

Hsiang chang, christopher c. Rosen, paul e. Levy 2009. The relationship between perceptions of organizational politics and employee attitudes, strain, and behavior: a meta-analytic examination. Academy of management journal vol. 52, no. 4, 779–801.

Roblyer, McDaniel, Webb, Herman and Witty 13 (2010). Findings on Facebook in higher education: A comparison of college faculty and student uses and perceptions of social networking sites. Internet and Higher Education

MLA Sample Research Paper MPC English & Study Skills Center, revised 9/09

Ed Diener and the Gallup Organization Ronald Inglehat, Louis Tay Draft Date: April 14, 2012. Theory and Validity of Life Satisfaction Scales Social Indicators Research, in press.

Watson, Clark. The PANAS-X: Manual for the Positive and Negative Affect Schedule - Expanded Form LIFE ORIENTATION TEST –Revised (LOT-R) University of Iowa

Saunders, Lewis, Thornhill 2009. Research methods for business students’ fi fth edition Pearson Education.

Zikmund & Babin 2003,2007. EXPLORING MARKETING RESEARCH NINTH EDITION Thompson Corporation.

Zikmund, Babin, Carr and Griffing Business research methods eighth edition.

Mental disorder - Wikipedia, the free encyclopedia" http://www.changes.org.uk/html/mental_distress.html http://www.erin.utoronto.ca/~w3psyuli/survey/demo.cgi?survey=swls

http://scholarcommons.usf.edu/etd/680CHU

http://en.wikipedia.org/wiki/Mental_Illness#Prevention

http://www.changes.org.uk/html/mental_distress.html

http://www.erin.utoronto.ca/~w3psyuli/survey/demo.cgi?survey=swls



pg. 21

Annexure “c” Characteristics of respondents:

Statistics

Gender

N Valid 106

Missing 0

Gender

Frequency Percent Valid Percent Cumulative Percent

Valid Male 92 86.8 86.8 86.8

Female 14 13.2 13.2 100.0

Total 106 100.0 100.0



pg. 22

Age Stem-and-Leaf Plot

Frequency Stem & Leaf

5.00 2 . 00111

10.00 2 . 2222233333

15.00 2 . 444445555555555

15.00 2 . 666666667777777

5.00 2 . 88899

8.00 3 . 00000111

8.00 3 . 22223333

6.00 3 . 455555

6.00 3 . 666777

2.00 3 . 89

4.00 4 . 0011

3.00 4 . 223

5.00 4 . 44455

3.00 4 . 667

1.00 4 . 9

.00 5 .

1.00 5 . 3

2.00 5 . 55

3.00 5 . 667

3.00 Extremes (>=58)

Stem width: 10

Each leaf: 1 case(s)

Descriptive Statistics

N Range Minimum Maximum Mean Std. Deviation

Age 105 46 20 66 32.95 10.407

Valid N (list wise) 105



pg. 23

Annexure “d” Data Analyses

Hypotheses 1:


H1: Organizational politics have a relationship with positive affect.


Mean Std. Deviation N

Positive Affect 3.1903 .88976 103

Organizational Politics 4.1498 .75191 97

Correlation Matrix

Positive Affect Organizational Politics

Positive Affect Pearson Correlation 1 .137

Sig. (2-tailed) .189

N 103 94

Organizational Politics Pearson Correlation .137 1


N 94 97

Regression

Variables Entered/Removed

Model Variables Entered Variables Removed Method

1 Organizational Politics . Enter

a. All requested variables entered.

b. Dependent Variable: Positive Affect



pg. 24

Model Summary

Model R R Square Adjusted R Square

Std. Error of the

Estimate

1 .137 .019 .008 .90772

a. Predictors: (Constant), Organizational Politics

ANOVA

Model Sum of Squares df Mean Square F Sig.

1 Regression 1.444 1 1.444 1.752 .189

Residual 75.804 92 .824

Total 77.248 93


b. Dependent Variable: Positive Affect

Coefficients

Model

Unstandardized Coefficients

Standardized

Coefficients

t Sig. B Std. Error Beta

1 (Constant) 2.481 .530 4.679 .000

Organizational

Politics .166 .126 .137 1.324 .189

a. Dependent Variable: Positive Affect



pg. 25

Hypotheses 2:


H1: Organizational politics have a relationship with Negative effect.



Negative Effect 2.5111 .87235 99


Correlations

Negative Effect

Organizational

Politics

Negative Effect Pearson Correlation 1 .369

**


N 99 92

Organizational Politics Pearson Correlation .369

** 1


N 92 97

**. Correlation is significant at the 0.01 level (2-tailed).

Regression





b. Dependent Variable: Negative Effect



pg. 26

Model Summary


Std. Error of the

Estimate

1 .369 .136 .126 .80073


ANOVA


1 Regression 9.089 1 9.089 14.176 .000

Residual 57.705 90 .641

Total 66.794 91


b. Dependent Variable: Negative Effect

Coefficients

Model


Standardized

Coefficients


1 (Constant) .707 .474 1.492 .139

Organizational

Politics .421 .112 .369 3.765 .000

a. Dependent Variable: Negative Effect



pg. 27

Hypotheses 3:


H1: Organizational politics have a relationship with life orientation.



Life Orientation 4.6684 1.06542 97


Correlations

Life Orientation

Organizational

Politics

Life Orientation Pearson Correlation 1 .660**


N 97 91

Organizational Politics Pearson Correlation .660**

1


N 91 97


Regression





b. Dependent Variable: Life Orientation



pg. 28

Model Summary


Std. Error of the

Estimate

1 .660 .435 .429 .78260


ANOVA


1 Regression 41.995 1 41.995 68.568 .000

Residual 54.509 89 .612

Total 96.504 90


b. Dependent Variable: Life Orientation

Coefficients

Model


Standardized

Coefficients


1 (Constant) .907 .466 1.946 .055

Organizational

Politics .911 .110 .660 8.281 .000

a. Dependent Variable: Life Orientation



pg. 29

Hypotheses 4:


H1: Organizational politics have a relationship with Satisfaction with life.




Satisfaction With Life 4.8560 1.40391 100

Correlations

Organizational

Politics

Satisfaction With

Life

Organizational Politics Pearson Correlation 1 .461

**


N 97 94

Satisfaction With Life Pearson Correlation .461

** 1


N 94 100


Regression





b. Dependent Variable: Satisfaction With Life



pg. 30

Model Summary


Std. Error of the

Estimate

1 .461 .213 .204 1.28375


ANOVA


1 Regression 40.917 1 40.917 24.828 .000

Residual 151.618 92 1.648

Total 192.535 93


b. Dependent Variable: Satisfaction With Life

Coefficients

Model


Standardized

Coefficients

t Sig. B Std. Error Β

1 (Constant) 1.159 .752 1.541 .127

Organizational

Politics .886 .178 .461 4.983 .000

a. Dependent Variable: Satisfaction With Life



pg. 31

Hypotheses 5:

H0: Organizational politics have no relationship happiness.

H1: Organizational politics have a relationship with happiness.




Happiness 4.5026 .86640 97

Correlations

Organizational

Politics Happiness


**


N 97 91

Happiness Pearson Correlation .473

** 1


N 91 97


Regression





b. Dependent Variable: Happiness



pg. 32

Model Summary


Std. Error of the

Estimate

1 .473 .223 .215 .72983


ANOVA


1 Regression 13.627 1 13.627 25.584 .000

Residual 47.406 89 .533

Total 61.033 90


b. Dependent Variable: Happiness

Coefficients

Model


Standardized

Coefficients


1 (Constant) 2.301 .449 5.120 .000

Organizational

Politics .536 .106 .473 5.058 .000

a. Dependent Variable: Happiness



pg. 33

Hypotheses 6:


H1: Organizational politics have a relationship with Emotional intelligence.




Emotional Intelligence 3.8579 .59578 73

Correlations

Organizational

Politics

Emotional

Intelligence


*


N 97 69

Emotional Intelligence Pearson Correlation .307

* 1


N 69 73

*. Correlation is significant at the 0.05 level (2-tailed).

Regression





b. Dependent Variable: Emotional Intelligence



pg. 34

Model Summary


Std. Error of the

Estimate

1 .307 .094 .081 .56381


ANOVA


1 Regression 2.219 1 2.219 6.980 .010

Residual 21.298 67 .318

Total 23.516 68


b. Dependent Variable: Emotional Intelligence

Coefficients

Model


Standardized

Coefficients


1 (Constant) 2.755 .421 6.548 .000

Organizational

Politics .270 .102 .307 2.642 .010

a. Dependent Variable: Emotional Intelligence

organizational politics vs psychological health of employees an empirical study

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