IMPACT OF ORGANIZATIONAL POLITICS ON EMPLOYEE

PERFORMANCE:

Management Research Project Submitted in Partial Fulfilment of the

Requirements for the award the degree of

MASTER OF BUSINESS ADMINISTRATION

By

S. HARIKA

162510114

Under esteemed guidance of

Mrs. JIKKU KURIAN

ASSISTANT PROFESSOR

KL U BUSINESS SCHOOL

KL UNIVERSITY

Vaddeswaram-522502

Guntur District, Andhra Pradesh

 CERTIFICATE

This is to certify that Ms. S. HARIKA University ID No.

162510108 worked under my supervision for the general management project
titled “IMPACT OF ORGANIZATIONAL POLITICS ON EMPLOYEE
PERFORMANCE” during the academic year 2016 – 2018 in partial Fulfilment
of the M.B.A program requirement. The Student has done work to the best of
my Knowledge and belief.

Signature of Faculty Supervisor Signature of Head of the Department

MS. Jikku KURIAN Dr. M. Kishore Babu
 ACKNOWLEDGEMENT

I take this opportunity to express my profound gratitude and deep regards to the Head of the
department of KLUBS Dr. M. KISHORE BABU for his exemplary guidance, monitoring
and constant encouragement throughout the study period. His help and guidance given by his
time to time shall carry me long way in journey of life on which I am about to embark.

Bearing in mind previous I am using this opportunity to express my deepest gratitude and
special thanks to the Ms. Jikku Kurian, ASSISTANT Professor who in spite of being
extraordinarily busy with her duties, took time out to hear, guide and keep me on the correct
path and allowing me to carry out my project at their esteemed organization and extending
during the training.

I am highly indebted to Prof. Dr. A.V.N. Murty,Professor ,klu business school who in spite of
being extraordinarily busy with his duties, took time out to hear, guide and keep me on the
correct path and allowing me to carry out my project at their esteemed organization and
extending during the training.

I would like to express my gratitude to My Parents and whole Friends for their kind co-
operation and encouragement which help me in completion of this project.

I perceive as this opportunity as a big milestone in my career development. I will strive to use
gained skills and knowledge in the best possible way, and I will continue to work on their
improvement, in order to attain desired career.
 DECLARATION

I do here by declare that the project report entitled “IMPACT OF

ORGANIZATIONAL POLITICS ON EMPLOYEE PERFORMANCE.”
comprise of my own work. It has not been submitted fully or partly to this
university or any other university earlier for the award of degree of “Master of
Business Administration” or any other degree.

S.Harika
162510114
CHAPTER PAGE
NO.

List of figures i

List of table’s ii

Abstract iii

CHAPTER 1: INTRODUCTION 1

1.1 PROBLEM DEFINITION 2

1.2 SCOPE OF THE STUDY 2
1.3 OBJECTIVES 3
1.4 HYPOTHESIS 3

CHAPTER 2: REVIEW OF LITERATURE 04-06

CHAPTER 3: RESEARCH METHODOLOGY 07-10

CHAPTER 4: THEORETICAL FRAMEWORK 11-13

CHAPTER 5: DATA ANALYSIS & INTERPRETATION 14-77

CHAPTER 5: DISCUSSION & IMPLICATIONS 78-85

CHAPTER 6: CONCLUSION 86-87

CHAPTER 7: REFERENCES 88-89

IMPACT OF ORGANIZATIONAL POLITICS ON EMPLOYEE
PERFORMANCE: {in AP}
 ABSTRACT

The purpose of this study was to explore the influence that organizational politics has on

employee performance in Andhra Pradesh. The target population of the study is all the

employees in AP. The research methodology used to obtain answers to the questions was a

descriptive study with mixed methods; Quantitative and Qualitative approach. The

findings of the study confirmed that indeed transformational leadership style characterized

by highly motivating managers, excellent communication, cooperation and integration of

ideas, teamwork is what the organization’s employees highly regard. It was also evident

that Transactional leadership which is based on a reward system and attainment of

territory goals for instance meeting and surpassing targets is was much appreciated with

trainings through accompaniments and line manager support coming out as very much

critical towards employee performance. Laissez-faire style of support also got support

inferring that Territory managers like autonomy and empowerment to make decisions

without coercion. This means that employee performance is stems from his/her ability to

make decisions and be in charge of his/her duties/responsibilities. The result of the study is

proves that leadership, group orientation, organization structure are influences on

employee performance.
INTRODUCTION
Organizational Politics

MEANING:

Organizational politics are informal, unofficial, and sometimes behind-the-scenes

efforts to sell ideas, influence an organization, increase power, or achieve other

targeted objectives (Brandon & Seldman, 2004; Hochwarter, Witt, & Kacmar, 2000).

Politics has been around for millennia. Aristotle wrote that politics stems from a

diversity of interests, and those competing interests must be resolved in some way.

“Rational” decision making alone may not work when interests are fundamentally

incongruent, so political behaviours and influence tactics arise.

Today, work in organizations requires skill in handling conflicting agendas and

shifting power bases. Effective politics isn’t about winning at all costs but about

maintaining relationships while achieving results. Although often portrayed

negatively, organizational politics are not inherently bad. Instead, it’s important to

be aware of the potentially destructive aspects of organizational politics in order to

minimize their negative effect. Of course, individuals within organizations can waste

time overly engaging in political behaviour. Research reported in HR

Magazine found that managers waste 20% of their time managing politics. However,

as John Kotter wrote in Power and Influence, “Without political awareness and skill,

we face the inevitable prospect of becoming immersed in bureaucratic infighting,

parochial politics and destructive power struggles, which greatly retard

organizational initiative, innovation, morale, and performance” (Kotter, 1985).

In our discussion about power, we saw that power issues often arise around scarce

resources. Organizations typically have limited resources that must be allocated in

some way. Individuals and groups within the organization may disagree about how

those resources should be allocated, so they may naturally seek to gain those

resources for themselves or for their interest groups, which gives rise to

organizational politics. Simply put, with organizational politics, individuals ally

themselves with like-minded others in an attempt to win the scarce resources.

They’ll engage in behaviour typically seen in government organizations, such as

bargaining, negotiating, alliance building, and resolving conflicting interests.

Politics are a part of organizational life, because organizations are made up of

different interests that need to be aligned. In fact, 93% of managers surveyed

reported that workplace politics exist in their organization, and 70% felt that in order

to be successful, a person has to engage in politics (Gandz & Murray, 1980). In the

negative light, saying that someone is “political” generally stirs up images of back-

room dealing, manipulation, or hidden agendas for personal gain. A person

engaging in these types of political behaviours is said to be engaging in self-serving

behaviour that is not sanctioned by the organization (Ferris et al., 1996; Valle &

Perrewe, 2000; Harris, James, & Boonthanom, 2005; Randall et al., 1999).

Examples of these self-serving behaviours include bypassing the chain of command

to get approval for a special project, going through improper channels to obtain

special favours, or lobbying high-level managers just before they make a promotion

decision. These types of actions undermine fairness in the organization, because not

everyone engages in politicking to meet their own objectives. Those who follow
proper procedures often feel jealous and resentful because they perceive unfair

distributions of the organization’s resources, including rewards and recognition

(Parker, Dipboye, & Jackson, 1995).

Researchers have found that if employees think their organization is overly driven

by politics, the employees are less committed to the organization (Maslyn & Fedor,

1998; Nye & Wit, 1993), have lower job satisfaction (Ferris et al., 1996; Hochwarter et

al., Kacmar et al., 1999), perform worse on the job (Anderson, 1994), have higher

levels of job anxiety (Ferris et al., 1996; Kacmar & Ferris, 1989), and have a higher

incidence of depressed mood (Byrne et al., 2005).

The negative side of organizational politics is more likely to flare up in times of

organizational change or when there are difficult decisions to be made and a scarcity

of resources that breeds competition among organizational groups. To minimize

overly political behaviour, company leaders can provide equal access to information,

model collaborative behaviour, and demonstrate that political maneuvering will not

be rewarded or tolerated. Furthermore, leaders should encourage managers

throughout the organization to provide high levels of feedback to employees about

their performance. High levels of feedback reduce the perception of organizational

politics and improve employee morale and work performance (Rosen, Levy, & Hall,

2006). Remember that politics can be a healthy way to get things done within

organizations.
DEFINITION:

Pfeffer (1992, p.30) defined politics as the processes, the actions, the behaviours

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.

Many people regard organizational politics as something negative (e.g.,

pursuing self-interests at the expense of others) and something to be minimized.

Consequently, although most people know that organizational politics are common,

they avoid saying so when it concerns one’s own behaviour. It is more common to

talk about politics when complaining about a loss to a friend than it is in the context

of one's own political maneuvering. When we win on an issue, we call it leadership;

when we lose, we call it politics. In many organizations, politics is a taboo subject,

which makes it difficult for individuals to deal with this crucially important aspect

of organizational reality.
Employee Performance

When used as a basis for decision making, employee performance assessments can

be extremely useful - indeed indispensable tools. But if these are to be reliable, they

must be accurate, unbiased, otherwise fair and constructively capture the key

parameters of employee performance. Ideally, the measures of employee

performance should be known to the employee as core defining job expectations,

against which the employee can not only measure actual performance, but also

motivate it.

The considerations that the concept of employee performance encompasses will vary

from job to job and often, if not usually include very job-specific parameters, e.g.,

ratio of calls to sales or a surgeon's operating room mortality rates per angioplasty.

In focusing on employee performance for the purposes of cost analysis, promotion,

salary increases, dismissal, retention, etc., the measures of employee performance

adopted should ideally be transparent to the employee, with performance

expectations and standards made clear to the employee from the outset, in the

interest of fairness and clarity.

Recruitment (hiring):

It is a core function of human resource management. It is the first step of

appointment. Recruitment refers to the overall process of attracting, shortlisting,

selecting and appointing suitable candidates for jobs (either permanent or

temporary) within an organization. Recruitment can also refer to processes involved

in choosing individuals for unpaid positions, such as voluntary roles or unpaid

trainee roles. Managers, human resource generalists and recruitment specialists may

be tasked with carrying out recruitment, but in some cases public-sector

employment agencies, commercial recruitment agencies, or specialist search

consultancies are used to undertake parts of the process. Internet-based technologies

to support all aspects of recruitment have become widespread.

Selection:

It is the methodical process used to hire (or, less commonly, promote) individuals.

Although the term can apply to all aspects of the process (recruitment, selection,

hiring, acculturation, etc.) the most common meaning focuses on the selection of

workers. In this respect, selected prospects are separated from rejected applicants

with the intention of choosing the person who will be the most successful and make
the most valuable contributions to the organization.[1] Its effect on the group is

discerned when the selected accomplish their desired impact to the group, through

achievement or tenure. The procedure of selection takes after strategy to gather data

around a person so as to figure out whether that individual ought to be utilized. The

strategies used must be in compliance with the various laws in respect to work force

selection.

Training:

It is teaching, or developing in oneself or others, any skills and knowledge that

relate to specific useful competencies. Training has specific goals of improving

one's capability, capacity, productivity and performance. It forms the core

of apprenticeships and provides the backbone of content at institutes of

technology (also known as technical colleges or polytechnics). In addition to the

basic training required for a trade, occupation or profession, observers of the labour-

market recognize as of 2008 the need to continue training beyond initial

qualifications: to maintain, upgrade and update skills throughout working life.

People within many professions and occupations may refer to this sort of training

as professional development.

Evaluation:
It is a systematic determination of a subject's merit, worth and significance, using

criteria governed by a set of standards. It can assist an organization, program, project

or any other intervention or initiative to assess any aim, realisable concept/proposal,

or any alternative, to help in decision-making; or to ascertain the degree of

achievement or value in regard to the aim and objectives and results of any such

action that has been completed.[1] The primary purpose of evaluation, in addition to

gaining insight into prior or existing initiatives, is to enable reflection and assist in

the identification of future change.[2]

Evaluation is often used to characterize and appraise subjects of interest in a wide

range of human enterprises, including the arts, criminal justice, foundations, non-

profit organizations, government, health care, and other human services. It is long

term and done at the end of a period of time.

Appraisal:

The main purpose of appraisal is to give the appraisee the opportunity to reflect on

their work and learning needs in order to improve their performance. This can be

achieved through discussing their development and feedback on their job

performance in a way that is constructive and motivational. It should result in an

effective personal development plan. So lesson one is not to spend 95% of the time

available purely reviewing past performance and lesson two is to involve the

appraise fully in the discussion so that they can get the maximum benefit from it.
Job performance:

It assesses whether a person performs a job well. Job performance, studied

academically as part of industrial and organizational psychology, also forms a part

of human resources management. Performance is an important criterion for

organizational outcomes and success. John P. Campbell describes job performance

as an individual-level variable, or something a single person does. This differentiates

it from more encompassing constructs such as organizational performance or

national performance, which are higher-level variables.

SCOPE:

The purpose of this study was to determine the influence of organizational politics in on

employee performance. With an endeavor to emphasize the latest advances in thought

with the help of research and practice, the research breaks down organization politics

into various dimensions of type of leadership, group orientations and centers of power

existing within an organization have an influence on employee performance. Further,

the study extends the existing research in this area by focusing on the impact of these

political forces on employee performance and ultimately organization. The research aim

is to make research a useful resource for scholars who want to have well incorporated

reviews of the literature, advancement in research methods, and thoughts about

practice which will open new ways of working within organizations to motivate

employees and create successful change.

practice which will open new ways of working within organizations to motivate

employees and create successful change.

Objectives:

1. To establish how the leadership influences on employee performance.

2. To establish the extent to which group orientation influences employee performance.

3. To assess how organization structure influences on employee performance.

HYPOTHESIS
1. TEST 1
2. H0: There is no significant relation between leadership on employee performance

3. H1: There is significant relation between the between leadership on employee

performance

4. TEST 2
5. H0: There is no significant relation between the group orientation on employee

performance

6. H1: There is significant relation between the group orientation on employee

performance.

7. TEST 3
8. H0: There is no significant relation between the organization structure influences on

employee performance.

9. H1: There is significant relation between the organization structure influences on

employee performance.
RESEARCH METHODOLOGY:

Research Methodology is a way to, solve the research problem. methodically it

may be under stood as a science of studying how research is done scientifically.

In this, we study the a range of steps that are generally

adopted by a researcher in study his research problem along with logical behind
them. It is essential for the researcher to know not only the search
methods/techniques but also methodology. It is essential for the researcher to
design his methodology for his problem as the same may be different from other
problem. The research methodology is wider that of research method. The
research methodology is worried to a research problem or study.

RESEARCH DESIGN :

1. A research design is a merely & simply the framework or plan for a

study that guides the collection & analysis of data. it is a blue print that is

followed in completing a study.

SAMPLE:

A sample is a smaller, manageable version of a larger group. It is a subset containing the

characteristics of a larger population. Samples are used in statistical testing when population

sizes are too large for the test to include all possible members or observations. A sample

should represent the whole population and not reflect bias toward a specific attribute.The

sample size is 120. Type of collecting data is random sampling method.

Research Gap:

Earlier research by the researchers have been focused in different components

variables, both independent and dependent to give a structural frame work to

their research.
My study focuses on professional working in different organizations with in the

different backgrounds to conclude that organization politics on any kind of

employees performances.

HYPOTHESIS:

A hypothesis can be difficult a concept or it can be developed as a result of

study: A testing hypothesis is one that can be tested, meaning you can measure
both what is being done (variables) & the outcome i.e., research hypothesis is
the statement created by researchers when they speculate upon the outcome of a
research or experiment.

TYPES OF HYPOTHESIS:

NULL HYPOTHESIS:

 These are used when the researcher believes there is no relationship

between two variables or when there is inadequate theoretical or
empirical information to state a research hypothesis.
 It is denoted by Ho.

ALTERNATIVE HYPOTHESIS:

 The alternative hypothesis is the hypothesis used in hypothesis testing

that is contrary to the null hypothesis. It is usually taken to be that the
observations are the result of a real effect.
 It is denoted by H1.

DATA ANALYTICAL TECHNIQUES:

The analysis is done on the basis of the following methods:-

PERCENTAGE METHOD:

 The percentage method is used for comparing certain feature.

 The collected data represented in the form of tables & graphs in order to
give effective visualization of comparison made

GRAPHICAL METHOD:
The graphical method that is used to present the data is Bar graph. A bar chart
or bar graph is a chart or graph that presents grouped data with
rectangle/rectangular bars with lengths proportional to the values that they
represent. The bars can be plotted vertically or horizontally. A vertical bar chart
is sometimes called a Line graph.

A bar graph is a chart that uses either horizontal or vertical bars to show

comparisons among categories. One axis of the chart shows the specific

categories being compared, & the other axis represents a discrete value.

SOFTWARE USED:

SPSS Statistics is a software package used for statistical

analysis. Long produced by SPSS Inc., it was acquired by IBM in 2009. The

current versions (2015) are officially named IBM SPSS Statistics.

Correlation

Correlation is a statistical measure that indicates the extent to which two or

more variables fluctuate together. A positive correlation indicates the extent to which those

variables increase or decrease in parallel; a negative correlation indicates the extent to which

one variable increases as the other decreases.

Analysis:
Correlation test for testing hypotheses:

TEST 1:

To establish how the leadership influences on employee performance.

Relation between motivation and employee performance

4. H0: There is no significant relation between leadership on employee performance

5. H1: There is significant relation between the between leadership on employee

performance.

Value Asymp. Std. Approx. Approx.

Errora Tb Sig.

Interval by .574 .095 7.617 .000c

Pearson's R
Interval

Ordinal by Spearman .503 .083 6.319 .000c

Ordinal Correlation
 N of Valid Cases 120

INTERPRETATION: As the correlation value of motivation influences on employee

performance value is 0.503. Which is more than 0.050, we accept H1 & reject H0.

There is significant relation between the motivation and employee performance.

Value Asymp. Std. Approx. Approx.

Errora Tb Sig.

Interval by .565 .096 7.429 .000c

Pearson's R
Interval

Ordinal by Spearman .562 .077 7.389 .000c

Ordinal Correlation

N of Valid Cases 120

Relation between involvement on employee performance.

INTERPRETATION: As the correlation value of motivation influences on employee

performance value is 0.562. Which is more than 0.050, we accept H1 & reject H0.

There is significant relation between involvement, and employee performance.

 Value Asymp. Std. Approx. Approx.

Errora Tb Sig.

Interval by .530 .076 6.792 .000c

Pearson's R
Interval

Ordinal by Spearman .539 .077 6.943 .000c

Ordinal Correlation

N of Valid Cases 120

Relation between involvement on employee performance

INTERPRETATION: As the correlation value of motivation influences on employee

performance value is 0.539. Which is more than 0.050, we accept H1 & reject H0.

There is significant relation between decision making, and employee performance.

All the indicators of leadership is accepted so leadership and employee performance has

relation.

TEST 2:

To establish how the extent to which group orientation on employee performance.

 1. H0: There is no significant relation between the group orientation on employee

performance

2. H1: There is significant relation between the group orientation on employee

performance.

Value Asymp. Std. Approx. Approx.

Errora Tb Sig.

Interval by .406 .114 4.819 .000c

Pearson's R
Interval

Ordinal by Spearman .528 .090 6.748 .000c

Ordinal Correlation

N of Valid Cases 120

Relation between supervision and employee performance.

INTERPRETATION: As the correlation value of motivation influences on employee

performance value is 0.528. Which is more than 0.050, we accept H1 & reject H0.

There is significant relation between supervision, and employee performance.

 Value Asymp. Std. Approx. Approx.

Errora Tb Sig.

Interval by .606 .072 8.266 .000c

Pearson's R
Interval

Ordinal by Spearman .574 .075 7.614 .000c

Ordinal Correlation

N of Valid Cases 120

Relation between reward system and employee performance.

INTERPRETATION: As the correlation value of motivation influences on employee

performance value is 0.574. Which is more than 0.050, we accept H1 & reject H0.

There is significant relation between reward system, and employee performance.

All the indicators are accepted so there is relation between group orientation and employee

performance.

TEST 3:

To assess how organization structure influences on employee performance.

1 H0: There is no significant relation between the organization structure influences on

employee performance.

2 H1: There is significant relation between the organization structure influences on employee

performance

Value Asymp. Std. Approx. Approx.

Errora Tb Sig.

Interval by .545 .068 7.066 .000c

Pearson's R
Interval

Ordinal by Spearman .571 .069 7.564 .000c

Ordinal Correlation

N of Valid Cases 120

Relation between Frequency and employee performance.

INTERPRETATION: As the correlation value of motivation influences on employee

performance value is 0.571. Which is more than 0.050, we accept H1 & reject H0.

There is significant relation between frequency, and employee performance.

Value Asymp. Std. Approx. Approx.

Errora Tb Sig.

Interval by .612 .074 8.397 .000c

Pearson's R
Interval

Ordinal by Spearman .611 .070 8.394 .000c

Ordinal Correlation

N of Valid Cases 120

Relation between Structure and employee performance

INTERPRETATION: As the correlation value of motivation influences on employee

performance value is 0.611. Which is more than 0.050, we accept H1 & reject H0.

There is significant relation between structure, and employee performance.

All the indicator of organization structure are accepted so there is relationship between

organization structure and employee performance.

 Gender

Frequency Percent Valid Percent Cumulative

Percent

Female 48 40.0 40.0 40.0

Valid Male 72 60.0 60.0 100.0

Total 120 100.0 100.0

The above graph illustrates that out of 120respondents 40%were male and 60%male are
female.

According to the analysis this shows that males are more interested to perform their work
comparative to women.

Age
 Frequency Percent Valid Percent Cumulative
Percent

31-40 57 47.5 47.5 47.5

41-50 11 9.2 9.2 56.7

Valid Above 50 4 3.3 3.3 60.0

Below 30 48 40.0 40.0 100.0

Total 120 100.0 100.0

The above graph illustrates that out of 120respondents 31-40 age group is 47.5%, 41-50 age
group is 9.2%, above 50 age group is 3.3%, below 30 age group is 40%. Below 30 age group
members are more.
 Professional qualification

Frequency Percent Valid Percent Cumulative

Percent

certificate 10 8.3 8.3 8.3

degree 35 29.2 29.2 37.5

diploma 24 20.0 20.0 57.5

Valid
masters 48 40.0 40.0 97.5

Ph.d 3 2.5 2.5 100.0

Total 120 100.0 100.0

The above graph illustrates that out of 120respondents certificate 8.3%, degree 29.2%,
diploma 20%, masters 40%, ph.d 2.5%.. There are 40% are masters people these group is
more in the respondents.

How long have you served in the organisation?

Frequency Percent Valid Percent Cumulative

Percent

10-15 years 17 14.2 14.2 14.2

5-10 years 55 45.8 45.8 60.0

Valid Above 15 yea 4 3.3 3.3 63.3

Below 5 year 44 36.7 36.7 100.0

Total 120 100.0 100.0

The above graph illustrates that out of 120respondents 10-15 years served peoples are 14.2%,

5-10 years people are 45.8%, above 14 years people are 3.3%, below 5 years people are
36.7%. There are 5-10 years served in the organization group is more in the 120 respondents.

Designation
 Frequency Percent Valid Percent Cumulative
Percent

Finance 36 30.0 30.0 30.0

General 11 9.2 9.2 39.2

Professional 26 21.7 21.7 60.8

Valid
Sales 18 15.0 15.0 75.8

Technical 29 24.2 24.2 100.0

Total 120 100.0 100.0

The above graph illustrates that out of 120respondents Finances 30%, general 9.2%,
professional 21.7%, sales 15%, technical 24.2%. There are finance people is more in the 120
respondents.

How do you rate you managers perfomance in motivating and encouraging

emerging business?

Frequency Percent Valid Percent Cumulative

Percent

bad 1 .8 .8 .8

excellent 37 30.8 30.8 31.7

good 34 28.3 28.3 60.0

Valid
very bad 3 2.5 2.5 62.5

very good 45 37.5 37.5 100.0

Total 120 100.0 100.0

The above graph illustrates that out of 120respondents bad is 1% excellent is 30.8%, good is
28.3%, very bad is 2.5 %, very good is 37.5%. Manager performance in motivation and
encouraging emerging business is very good.

What is your rating on managers involvement of employees on decision

making?

Frequency Percent Valid Percent Cumulative

Percent

Valid bad 5 4.2 4.2 4.2

 excellent 31 25.8 25.8 30.0

good 41 34.2 34.2 64.2

very bad 1 .8 .8 65.0

very good 42 35.0 35.0 100.0

Total 120 100.0 100.0

The above graph illustrates that out of 120respondents bad is 4.2% excellent is 25.8%, good
is 34.2%, very bad is .8% %, very good is 35%. Managers involvement of employees on
decision making is very good.
 How would you rate the flow of information and frequency of managers
contact with employees?

Frequency Percent Valid Percent Cumulative

Percent

bad 3 2.5 2.5 2.5

excellent 26 21.7 21.7 24.2

good 45 37.5 37.5 61.7

Valid
very bad 2 1.7 1.7 63.3

very good 44 36.7 36.7 100.0

Total 120 100.0 100.0

The above graph illustrates that out of 120respondents bad is 3% excellent is 21.7%, good is
37.5%, very bad is1.7 %, very good is 36.7%. The flow of information and frequency of
managers contact with employees good according to the respondents.

What is your rating on managers level of supervision?

Frequency Percent Valid Percent Cumulative

Percent

bad 1 .8 .8 .8

excellent 29 24.2 24.2 25.0

good 40 33.3 33.3 58.3

Valid
very bad 3 2.5 2.5 60.8

very good 47 39.2 39.2 100.0

Total 120 100.0 100.0

The above graph illustrates that out of 120respondents bad is .8% excellent is 24.2%, good is
33.3%, very bad is2.5 %, very good is 39.2%. The managers level of supervision very good
according to the respondents.

How do you rate your manager appreciation based on reward system?

Frequency Percent Valid Percent Cumulative

Percent

bad 3 2.5 2.5 2.5

Valid
excellent 26 21.7 21.7 24.2
 good 42 35.0 35.0 59.2

very bad 1 .8 .8 60.0

very good 48 40.0 40.0 100.0

Total 120 100.0 100.0

The above graph illustrates that out of 120respondents bad is 2.5% excellent is 21.7%, good
is 35%, very bad is.8 %, very good is 40%. The managers appreciation based on reward
system very good according to the respondents.
 How do you rate your relation with the manager?

Frequency Percent Valid Percent Cumulative

Percent

bad 3 2.5 2.5 2.5

excellent 25 20.8 20.8 23.3

good 50 41.7 41.7 65.0

Valid
very bad 1 .8 .8 65.8

very good 41 34.2 34.2 100.0

Total 120 100.0 100.0

The above graph illustrates that out of 120respondents bad is 2.5% excellent is 20.8%, good
is 41.7%, very bad is.8 %, very good is 34.2%. The relation with the manager good according
to the respondents.

How do you rate your level of interaction and one on one interaction with
fellow collegues?

Frequency Percent Valid Percent Cumulative

Percent

bad 2 1.7 1.7 1.7

excellent 31 25.8 25.8 27.5

good 43 35.8 35.8 63.3

Valid
very bad 2 1.7 1.7 65.0

very good 42 35.0 35.0 100.0

Total 120 100.0 100.0

The above graph illustrates that out of 120respondents bad is 1.7% excellent is 25.8%, good
is 35.5%, very bad is1.7 %, very good is 35%. The level of interaction and one on one
interaction with fellow collegues good according to the respondents.

To what level is your satisfaction with the organisation structure?

Frequency Percent Valid Percent Cumulative

Percent

excellent 25 20.8 20.8 20.8

good 43 35.8 35.8 56.7

Valid very bad 1 .8 .8 57.5

very good 51 42.5 42.5 100.0

Total 120 100.0 100.0

The above graph illustrates that out of 120respondents excellent is 20.8%, good is 35.8%,
very bad is.8 %, very good is 42.5%. The satisfaction with the organisation structure very
good according to the respondents.

To what level would you attribute your performance to the exisisting

management structure?
 Frequency Percent Valid Percent Cumulative
Percent

bad 2 1.7 1.7 1.7

excellent 30 25.0 25.0 26.7

good 36 30.0 30.0 56.7

Valid
very bad 4 3.3 3.3 60.0

very good 48 40.0 40.0 100.0

Total 120 100.0 100.0

The above graph illustrates that out of 120respondents bad is 1.7% excellent is 25%, good is
30%, very bad is3.3 %, very good is 40%. The attribute your performance to the exisisting
management structure very good according to the respondents.
How would you rate your interdependence and support governamnet policies
offer to you and how it affected the performance?

Frequency Percent Valid Percent Cumulative

Percent

bad 8 6.7 6.7 6.7

excellent 26 21.7 21.7 28.3

good 41 34.2 34.2 62.5

Valid
very bad 2 1.7 1.7 64.2

very good 43 35.8 35.8 100.0

Total 120 100.0 100.0

The above graph illustrates that out of 120respondents bad is 6.7% excellent is 21.7%, good
is 34.2%, very bad is1.7 %, very good is 35.8%. The interdependence and support
governamnet policies offer to you and how it affected the performance very good according
to the respondents.

Findings :

 According to the analysis this shows that males are more interested to perform their

work comparative to women.

 Below 30 age group members are more.

  There are 40% are masters people these group is more in the respondents.

 There are 5-10 years served in the organization group is more in the respondents.

 There are finance people is more in the 120 respondents.

 Manager performance in motivation and encouraging emerging business is very good.

 Managers involvement of employees on decision making is very good.

 The flow of information and frequency of managers contact with employees good

according to the respondents.

 The managers level of supervision very good according to the respondents.

 The managers appreciation based on reward system very good according to the

respondents.

 The relation with the manager good according to the respondents.

 The level of interaction and one on one interaction with fellow collegues good

according to the respondents.

 The satisfaction with the organisation structure very good according to the

respondents.

 The attribute your performance to the exisisting management structure very good

according to the respondents .

 The interdependence and support governament policies offer to you and how it

affected the performance very good according to the respondents.

SUGGESTIONS:
 According to the respondents females are less interested to perform their work

comparative to men. Improve the interest to the women

 In the study less experience people is more. Some time experience will help

completing their targets.

 When manager will maintain good relations with the employees. then performance of

the employees will increases in qualitative and quantitative.

 Employees also maintain good relation among them then the whole organization

atmosphere will pleasant.

 Then the employee turnover will decrease.

 The flow of information and frequency of managers contact with employees is clear

then the employee performance will increases.

Suggestions for further studies

As a result of this study, the researcher suggests that further research need to be

carried out on the influence of organization politics on employee performance. There

is need to conduct a study to find out other variables that explain this relationship. It is

important for a more comprehensive study to be done on organization politics and its

influence on employee performance. A study should be carried out to establish on

how best to utilize organization politics as a basis for improving employee

performance.
 REVIEW OF
LITERATURE

Emine Yılmaza, Gökhan Özerb, Mehmet Günlükc they are the authors of the articles .The
articles is about” Do organizational politics and organizational commitment affect budgetary
slack creation in public organizations?”

This research focuses on propensity of managers who work in public organizations to create
budgetary slack and factors affecting their propensities such as perception of organizational
politics and organizational commitment. Results demonstrate that the effects of “general
political behaviour” and “go along to get ahead”, which are the sub-dimensions of
organizational politics perception, on managers’ propensity to create budgetary slack are
positive. It is stated above, in the literature, budgetary slack is generally seen as detrimental,
because of its negative impacts on the success of organizations (Onsi, 1973; Hartmann and
Maas, 2010). However, some researchers noted that budgetary slack is not detrimental in
every situation. For example, according to Bourgeois (1981).

Perception of organizational politics encompasses three sub-factors; general political

behaviour, go along to get ahead and pay and promotion policies (Kacmar and Ferris, 1991;
Kacmar and Carlson, 1997). General political behaviour represents the behaviours that are
performed to provide self-interest.

The data was gathered from 486 managers working in public organizations in Turkey through
a questionnaire. Likert-type scale was used to form the questionnaire. These four factors
explain 63,972% of total variance and this rate is over the acceptable lower limit (0.60) (Nakip,
2003). The KaiserMeyer-Olkin (0.813) and Barlett test (p=0,000) reveal that results of analyses
are statistically significant (Mitchell, 1994) and the data is appropriate to perform factor
analysis. Cronbach’s Alpha coefficient is calculated to estimate reliability of scales. It is also
found that there is significant and negative correlation between organizational commitment
and perception of organizational politics.

It is found that organizational commitment is an important predictor of the sub-dimensions

of organizational politics’ perception. Managers’ organizational commitment has a negative
impact on general political behaviour and go along to get ahead. The underlying reasons of
these relations could be stated as such: that general political behaviour and go along to get

ahead are generally performed to gain more self-interest, power or protect current position
and they are perceived as a negative process. It means that if managers have less
organizational commitment, they behave more politically to take advantage of the situation
or protect themselves, and they can remain silent against budgetary slack creation

Professor Roselyne W. Gakure Dr. George Orwa Florence Nyokabi Wachira .They are the
authors of the articles. The article is about” The Impact of Organizational Politics on
effectiveness of Management Development In The Kenya Civil Service.”
 The study found that managers were fully aware of the political context of the civil service
but they did not think that Organizational Politics affected key management areas and felt
that their supervisors supported them and ensured they were clear about their roles. They
however thought that Organization Politics affected social relations at the workplace
significantly.

Organizational politics encompasses individual’s perceptions of supervisor support,

opportunity to use knowledge learnt, peer support, supervisor sanctions, and positive or
negative personal outcomes resulting from application of training on the job. Vigoda (2003)
argues that organizational politics is a critical factor that affects training because politics often
interferes with organizational processes such as decision making, promotion, and rewards.

The study population was management cadre staff in the civil service of Kenya as defined by
the Public Pay Review and Remuneration Board (PPRRB, 2005) to consist of those in job
groups P, Q and R. There are 3,482 civil servants in the management cadres and 2,335 of these
are deployed in Nairobi in the Ministries Headquarters.

The results of the study, 14.6 % of the managers strongly agreed and 22.2% agreed that their
ministries were relatively free of organization politics. Twenty six percent (26.9%) of the
respondents remained neutral, 27.5% disagreed and only 8.8% strongly disagreed. Majority
(83%) of the respondents also thought it was important for managers in the civil service to
recognize politics as an important aspect of their work.

Majority of the managers (85.8%) agreed that their supervisors ensured they were clear
about their roles and of what was expected of them as managers. The effect of politics on
social relationships could be the reason for the ‘silo mentality’ pervading the civil service
interfering with learning from each other, limiting benchmarking of successful interventions
and resulting in duplication of effort that interferes with effective service delivery. The study
recommends that the Government addresses the impact of politics on social relationships to
improve work based learning through internal bench marking.

The study concludes that managers in the civil service are aware of the political environment
they operate in but did not think it had much impact on their work which is surprising
considering that organization politics is a natural phenomenon in any organization.
Karen Cacciattolo is the author of the article. The article is talks about” DEFINING
ORGANISATIONAL POLITICS.”
Argue that politics are rooted in the wider configured environment (Gotsis & Kortezi, 2010:
498), while others argue that politics are a result of interpersonal antagonisms (Vince, 2001)
or emotional matters (Vince, 2002). With regards to organisational politics, the literature
presents various types of political behaviours, and research to date tackled the area of politics
mostly in a purely theoretical manner. Moreover, studies presented to date have paid more
attention to the general perceptions of politics rather than the observable political behaviours.

Henry Mintzberg (1983) is one of the main business leaders, particularly in the
strategy dominion. Mintzberg (1983) was found to be important for this thesis since in his
research he presented an extensive review of political behaviour in organisations. His
analysis assisted a time of awareness in the empirical study of the phenomenon of
organisational politics (Meriac & Villanova in Vigoda-Gadot & Drory, 2006), and thus, I
found his types of political behaviours as ‘illuminating’ as a heuristic tool for understanding
political behaviours.

The ‘rivalry games’ involve persons or a group ignoring the expertise of another in
order to make him or her or the group less powerful. Mintzberg (1985) identifies two types
of rivalry games, namely ‘line vs. staff’ and ‘rival camps’ (1985: 136). The ‘line vs. staff’
game is described as the game that increases personal power and overpowers a rival wherein
each side is likely to abuse rightful power in illicit ways (Mintzberg, 1985: 138). The ‘rival
camps’ game transpires when the alliance or empire building games result in two main power
troops and can be the most conflict-ridden game of all, since it can portray conflicts between
departments or two opposing goals.

The ‘Young Turks game’ is usually played to replace the people in authority
while maintaining the system of authority intact, in which a group of revolt employees try to
cause the downfall of the existing leadership of an organisation (Mintzberg, 1985: 139).
Similar to this is the ‘Obstructionism’ which entails a tactic by employees in a lower level of
an organisation that opposes top management policy making decisions.
 Either as a symptom of social influence processes that benefit the organisation, or a self
serving effect that goes against the organisational goals (Mintzberg, 1985: 148; Gotsis &
Kortezi, 2010: 498). Nevertheless, the concept of organisational politics is a key social
influence process that can be either functional or dysfunctional to employees and
organisations.

Muhammad Abdullah Saeed, Aaqifa Siddique Butt. They are the authors of the article .The
article is talks about” EFFECTS OF ORGANIZATIONAL POLITICS,
ORGANIZATIONAL COMMITMENT, ORGANIZATIONAL COMMUNICATION AND
TASK DELEGATION ON THE INDIVIDUAL PROJECT TEAM MEMBER’S
PERFORMANCE.”

The objective of this study is an attempt to synthesize the existing literature by identifying
some of the major challenges and difficulties affecting individual project team member’s
performance faced by the project managers / team leads. This study shows positive
relationship between Organizational Commitment, Perceived Office Politics and
Organizational communication with individual team member’s performance, while negative
relationship between task delegation and individual team member’s performance.

Organizational politics can lead to low employee performance. Whenever politics exists in
any organization, it forces its members to engage in many non-desirable behaviours.
Research suggests that whenever there is high politics in any organization, it is taken as a
strong control mechanism by its members. But the members thought the politics to be a
reason of decreased satisfaction and overall organizational effectiveness of employee (Voyer,
1994). Individuals resist those organizations which have politics in their environments. In
such political organizations, individuals show less interest to work and more interest to other
activities that will work in their personal benefit.

Employee will withdraw from their organizations to avoid “political games”. Results show
that politics have adverse impact on work environment. Though some politics is necessary for
team functioning but too much organizational politics may have negative impact on
team/group (Chang et al., 2000).Through the use of politics, individuals try to get what they
cannot get otherwise (Cavanagh et al., 1981). So, on the basis of the previous literature we
have concluded that individual project team member will have perception that if there is
politics in their organization; it will affect their performance in a negative way.

L.J. Labrague1 RN, MAN, DM , D.M. McEnroe-Petitte2 RN, MSN, PhD , D. Gloe3 RN,
MSN, EdD, and co they are the authors of this article. The article is talks about
“Organizational politics, nurses’ stress, burnout levels, turnover intention and job
satisfaction.”
This research is important in The Philippines as more nurses enter the workforce with limited
positions available, OP will increase as there is stiff competition for available positions.
Globally, OP activities promote a negative working environment and frequent movement of
nurses from organization to organization increases the financial burden on each organization.
This tool is a six-item questionnaire designed to measure nurses’ satisfaction with his/her
present work. This tool contains items identical to the satisfaction facets: nature of the work,
supervision, co-workers, pay and opportunities for promotion. To measure job stress in
nurses, the researchers utilized the short-form Job Stress Scale (JSS; House & Rizzo 1972).
This tool was designed to capture nurses’ experience of distress as a product of their job
along with the psycho-physiological symptoms. Nurses were asked to rate the extent to which
they agree with the JSS items on a five-point Likert scale ranging.
During the 4 months of data collection, 166 nurses participated in the study (response rate of
81.5%). The average age of the nurses was 26.10 (SD = 7.54 years). Table 1 shows the
demographic data of the respondents. Table 2 reflects the data gathered from the respondents
regarding their perceptions of OP on the three aspects. Individual mean values were
computed for each item on the POP scale which ranged from 2.156 to 3.289, with a weighted
mean of 2.801 out a possible mean score of 5.
This is one of the earliest studies that explored the influences of workplace politics on job
outcomes in nurses. It can be inferred from this study that OP perceptions were strongly
linked with low job satisfaction, increased stress and burnout levels in nurses. A perception of
OP has been found to predict nurses’ intention to leave their organization. As high levels of
OP impact individual and organizational productivity, exploring ways to minimize the effect
of political behaviour poses a challenge to hospital administrators.
 RESEARCH
METHODOLOGY