A study of Organizational political perception along with it and its sub-types influence of organizational commitments and work performances

• Main Authors: Li-Mei Su, 蘇麗美
• Other Authors: Chin-ming Ho
• Format: Others
• Language: zh-TW
• Published: 2004
• Online Access: http://ndltd.ncl.edu.tw/handle/11916402716526156770

碩士 === 國立中山大學 === 人力資源管理研究所 === 91 === Employees’ perception of organizational political level will influence employees’ decision whether to get involved with organizational politics or to isolate from organizational behaviors, it will reflect significantly on the working attitude directly and will influence the organizational commitment level and performance of employees indirectly, further more, it will decrease the organizational productivities. This research was conducted to focus on that whether employees’ organizational political perception will influence their organizational commitments and performances, also to discuss the connection between each other. The research method this study used was group segmentations. After empirical analysis, we found out: 1. In the organizational political perception, “boss’s and colleague’s behaviors” dimension has a significant negative correlation with affective commitment and normative commitment; “the differences between policies and realities” dimension presents the same result as well. “Boss’s and colleague’s behaviors” dimension has a significant positive correlation with continuance commitment. 2. There is only “the differences between policies and realities” dimension reaching a significant positive correlation with task performance and contextual performance in organizational political perception. 3. By using K-mean “Cluster analysis”, we got four different types of group representing four different categories of “organizational political perception”. We named them by their characters, the names and characters are described as follow: 3-1 Slow: employees in the type do not react fast enough regarding political behaviors and working environment atmosphere due to the employees’ insensitivity. 3-2 The perception of Complies in public but opposes in private: employees can sense that organization does not behave the same way in terms of policies and operations; they do nothing with this scenario. 3-3 The perception of keen actions: The members of perceptional organization are more sensitive with the interpersonal relationship, and they response the working environment with positive and active attitudes. 3-4 The perception of silence and waiting: Employees can sense that organization behaves in the same way in terms of policies and operations; they have a concept that “Silence is gold”. 4. In “slow” type, the perception dimension of “keeping silence and waiting for benefit” has a negative correlation with “task performance”; the perception dimension of “the differences between policies and realities” has a negative correlation with “affective commitment” and “task performance”. 5. In “The perception of complies in public but opposes in private” type, the perception dimension of “boss’s and colleague’s behaviors” has a positive correlation with “continuance commitment”, but has a negative correlation with “contextual performance”; the perception dimension of “keeping silence and waiting for benefit” has a positive correlation with “contextual performance”. 6. In “The percept of keen and action” type, the percept dimension of “boss’s and colleague’s behaviors” has a negative correlation with “affective commitment”, but has a positive correlation with “continuance commitment” and “contextual performance”. 7. In “The perception of silence and waiting”, the perception dimension of “boss’s and colleague’s behaviors” has a negative correlation with “normative commitment”; the perception dimension of “keeping silence and waiting for benefits” has a positive correlation with “contextual performance”; the perception dimension of “the differences between policies and realities” has a negative correlation with “affective commitment” and “contextual performance”.