Original Article

Organizational politics, nurses’ stress, burnout

levels, turnover intention and job satisfaction
L.J. Labrague1 RN, MAN, DM , D.M. McEnroe-Petitte2 RN, MSN, PhD,
D. Gloe3 RN, MSN, EdD, K. Tsaras4 RN, MSN, PhD, D.L. Arteche5 RN, MAN,
6
DScN & F. Maldia RN, MAN, PhD
1 Lecturer, Sultan Qaboos University, Muscat, Oman, 2 Associate Professor, Kent State University, Kent, OH, 3 Clinical
Instructor, Southwest Baptist University, Bolivar, MO, USA, 4 Assistant Professor, Technological Educational Institutes of
Thessaly, Thessaly, Greece, 5 Assistant Professor, Samar State University, Samar, 6 Visiting Professor, University of Batangas,
Batangas, Philippines

LABRAGUE L.J., MCENROE-PETITTE D.M., GLOE D., TSARAS K., ARTECHE D.L. & MALDIA F.
(2017) Organizational politics, nurses’ stress, burnout levels, turnover intention and job satisfaction.
International Nursing Review 64, 109–116

Aim: This is a research report examining the influence of organizational politics perceptions on nurses’
work outcomes (job satisfaction, work stress, job burnout and turnover intention).
Background: Organizational politics is a phenomenon common in almost all institutions and is linked with
undesirable consequences in employees.
Introduction: Despite the plethora of research around the world on this topic, studies describing
organizational politics in nursing remain underexplored.
Methods: A cross-sectional research design was utilized in this study. One hundred sixty-six (166) nurses
participated. Five standardized tools were used: the Job Satisfaction Index, the Job Stress Scale, the
Burnout Measure Scale, the Turnover Intention Inventory Scale and the Perception of Organizational
Politics Scale.
Results: Nurses employed both in private and government-owned hospitals perceived moderate levels of
organizational politics. Positive correlations were identified between perceived organizational politics and
job stress, turnover intention and job burnout. Negative correlations were found between perceived
organizational politics and job satisfaction.
Discussion: Perceptions of workplace politics in Filipino nurses were lower when compared to
findings in other international studies. A strong link was found between organizational politics
perceptions and the four job outcomes (stress and burnout levels, turnover intention and job
satisfaction).
Limitations: Use of a self-reporting questionnaire and exclusion of nurses from other provinces.
Conclusion: Perceived organizational politics predicted nurses’ stress and burnout levels, turnover intention
and job satisfaction.

Correspondence address: Leodoro J. Labrague, Sultan Qaboos University, Muscat, Oman; Tel: +96924145401; Fax: +96824413536; E-mail: leo7_ci@yahoo.com.

Funding
There are no funders to report for this submission.
Conflict of Interest
The authors declare no conflict of interest.

© 2016 International Council of Nurses 109

110 L. J. Labrague et al.
Implications for nursing and/or health policy: The findings of this study may provide a valuable
perspective of this organizational issue and could assist policymakers and nurse administrators in
formulating interventions that could minimize the effect of workplace politics.
Keywords: Job Burnout, Job Stress, Organizational Politics, Nursing Satisfaction, The Philippines, Turnover
Intention
Introduction
In the current climate of global business, organizational poli-
tics (OP) is a common challenge every employee must deal
with daily. This has emerged as a consequence of diverse inter-
ests, competition over limited resources, conflicts as a result of
diversity within the organization and most importantly the
need for one’s own survival or the need to gain power/position
(Cacciattolo 2015; Vredenburgh & Shea-VanFossen 2010).
Organizational politics is broadly defined as deliberate
actions by an individual which are directed towards achieve-
ment of one’s own self-interests while disregarding the welfare
of others or their organization (Kapoutsis 2016). Such actions
are often hidden or may be outside of the organizational rules
and regulations, but directly or indirectly influence the orga-
nization’s functions and processes (Drory & Vigoda-Gadot
2010; Cacciattolo 2015; Landells & Albrecht, 2016). Organiza-
tional politics exists in all organizations in varying degrees
(Faye & Long 2014) and is used to achieve personal goals and
interests, protect or enhance one’s own professional career
and gain resources or advantages from the organization (Butt
et al. 2013; Landells & Albrecht, 2016; Kapoutsis 2016).
Workplace politics has been comprehensively explored and
has emerged as a major determinant of work outcomes since
the early 1990s. Generally, the research conducted by previous
researchers in various sectors, both public and private, linked
OP with negative consequences in employees such as a
decrease in work performance level (Atinga et al. 2014),
decreased job satisfaction (Atinga et al. 2014; Meisler &
Vigoda-Gadot 2014), decreased organizational commitment
(Atinga et al. 2014), lowered attendance (Atinga et al. 2014),
low morale (Danish et al. 2014), negative attitudes and negli-
gent behaviours such as the intent to leave the job (Basir &
Basim 2016) and neglect of duty (Javed et al. 2014). Organi-
zational politics perceptions have been strongly linked to neg-
ative emotional states such as job stress (Abbas et al. 2014)
and job burnout (Sowmya & Panchanatham 2012).
Organizational politics and the nursing profession
As front-line healthcare providers in the healthcare settings,
workplace politics may ascend as a consequence of competing
interests, power plays and conflict between and among nurse
employees (Atinga et al. 2014). Politics in nursing may
© 2016 International Council of Nurses
emerge as a result of several elements such as a decline in the
economy, changes in the healthcare system and struggles over
limited resources (Al-Tuhaih & Van Fleet 2011; Chen & Fang
2008). In The Philippines, for instance more than 100 000
registered nurses graduate each year. However, no additional
positions or employment opportunities are created in the
government and private hospitals nationwide (Pring & Roco
2012). This causes nurses to work under a contractual basis
or as an unpaid worker while waiting for a job vacancy and
for experienced nurses to remain in the same rank for their
entire career without having been promoted or having been
offered a promotion (Lorenzo et al. 2007). These situations
could ultimately cause and increase political behaviours
[defined as self-serving behaviours at the expense of others
(Basir & Basim 2016)] in the nurses who are ‘stuck’ where
they are despite struggling to get ahead and acquire a new
position or a promotion (Atinga et al. 2014).
Despite the plethora of research around the world on this
topic, attempts to describe the functioning of politics in nurs-
ing including its impacts on work outcomes are few. To date,
only two studies had been identified on this topic utilizing
nurses as samples (Atinga et al. 2014; Basir & Basim 2016).
Both studies suggested negative consequences of OP on
nurses’ work outcomes such as burnout, intentions to leave
and absenteeism. However, job stress and job satisfaction as
consequences of OP have never been researched.
Aim of the study
In the midst of global shortage of nurses and turnover of
nurses in The Philippines, understanding political behaviour
in nurses is vital as it can negatively affect nursing care deliv-
ery. Nursing positions in The Philippines are scarce as are
opportunities for promotion. This research is important in
The Philippines as more nurses enter the workforce with lim-
ited positions available, OP will increase as there is stiff com-
petition for available positions. Globally, OP activities
promote a negative working environment and frequent move-
ment of nurses from organization to organization increases
the financial burden on each organization. Thus, this study
examined the influence of OP perception on nurses’ work
outcomes. Specifically, this study answered the following
questions: (1) Is there a significant difference in OP
Organizational politics and work outcomes
perceptions according to hospital classifications (government-
owned vs. privately owned)? and (2) Do perceptions of OP
predict work outcomes in nurses?
Methods
Research design
This study utilized a descriptive, cross-sectional research
design.
Samples and settings
This study was conducted in nine (9) hospitals in the Central
Philippines during the months of September 2015 to Decem-
ber 2015. Two hundred nurses (200) were invited to partici-
pate in the study, and 166 responded. The sample size was
computed using the Slovin’s formula. Based on 5% with
95% confidence interval, the required sample size was 160.
Multiple-stage sampling procedure was used in recruiting
samples: Stage 1: stratified sampling in determining the num-
ber of respondents per hospital, and Stage 2: convenience
sampling in selecting the respondents per hospital. Respon-
dents were chosen using the following criteria: (1) a licensed
registered nurse, (2) hospital nurse for more than 3 months,
(3) could either be a permanent, casual or contractual, and
(4) consented to participate in the study.
Instrumentation
Self-report questionnaires were used for data collection. The
main tool of the study was the short-form Perception of
Organizational Politics Scale (POPS) by Kacmar & Ferris
(1991). This tool was a nine-item questionnaire designed to
capture the degree in which individuals assessed their work-
place as political. The POPS measures three aspects of OP:
‘general political behaviour’ (two items), ‘go along to get
ahead’ (three items) and ‘pay and promotion policies’ (four
items). The tool uses a five-point Likert scale ranging from
one (1) (strongly disagree) to five (5) (strongly agree), with a
high score representing high perceptions of OP. The ques-
tionnaire was previously tested for reliability and has a Cron-
bach’s alpha of 0.79 as reported by previous authors (Ferris
et al. 2002). In the current study, the Cronbach’s alpha
was 0.81.
Nurses’ satisfaction with their current work was assessed
using the tool developed by Schriesheim & Tsui (1980), the
Job Satisfaction Index (JSI). This tool is a six-item question-
naire designed to measure nurses’ satisfaction with his/her
present work. This tool contains items identical to the satis-
faction facets: nature of the work, supervision, co-workers,
pay and opportunities for promotion. The tool uses a five-
© 2016 International Council of Nurses
111
point Likert scale ranging from one (1) (strongly disagree) to
five (5) (strongly agree). The JSI scale found to be reliable
with a Cronbach’s alpha of 0.95 based on the previous study
(Schriesheim & Tsui 1980). In the current study, the Cron-
bach’s alpha was 0.85.
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
from 1, meaning ‘strongly disagree’ to 5, meaning ‘strongly
agree’. The tool was tested for its reliability and found to be
0.75 as reported previously (House & Rizzo 1972). Cron-
bach’s alpha in the current study was 0.88.
The nurses’ state of physical, emotional and mental exhaus-
tion or burnout was quantified using the ten-item Burnout
Measure Scale (BMS) which was developed by Malach-Pines
(2005). This tool was designed to capture and assess an indi-
vidual’s level of emotional exhaustion. Nurses were asked to
rate the extent to which they agreed with the BMS items on a
five-point Likert scale ranging from 1 (strongly disagree) to 5
(strongly agree). Previous studies reported a reliability score
of this tool of 0.88 (Malach-Pines 2005). In the present study,
the Cronbach’s alpha was 0.92.
The intent to leave by nurses was measured using the (6)
six-item Turnover Intention Inventory Scale (TIIS), a scale
tested by Farrell and Rusbult (1992). Nurses were asked to
rate each item on the scale with a five-point Likert scale rang-
ing from 1 (strongly disagree) to 5 (strongly agree). The
scales’ Cronbach’s alpha was 0.82 as previously reported
(Farrell & Rusbult, 1992). Cronbach’s alpha in the present
study was 0.92.
Data collection
The Ethics Committee of Samar State University (The
Philippines; SSU-15-03-010) granted ethical approval for this
study. During the entire data collection process, precautionary
measures were observed to safeguard the legal rights, privacy
and confidentiality of the respondents. Code numbers were
assigned to respondents to ensure confidentiality and anon-
ymity. Before the data collection, authorizations to use the
instruments were approved by their authors. Permissions to
distribute the questionnaires to respondents were granted by
the respective hospital administrators. After data collection,
data were entered into the Statistical Package for Social
Sciences (SPSS) version 21.0 for Windows for data analysis.
Descriptive statistics, correlations analysis, independent t-test
and linear regression were used for data analysis.
112 L. J. Labrague et al.

Results mean scores for POPS were obtained by item 7 ‘People here
During the 4 months of data collection, 166 nurses partici- usually don’t speak up for fear of retaliation by others.’,
pated in the study (response rate of 81.5%). The average age which was related to the ‘Go along to Get Ahead’ dimension.
of the nurses was 26.10 (SD = 7.54 years). Table 1 shows the Ranking the POPS dimensions by their mean scores, the
demographic data of the respondents. highest rate dimension was ‘Pay and Promotion Policies’.
Table 2 reflects the data gathered from the respondents The perceptions of workplace politics and workplace out-
regarding their perceptions of OP on the three aspects. Indi- comes according to hospital classification (government-owned
vidual mean values were computed for each item on the POP vs. privately owned institutions) were compared. Bivariate
scale which ranged from 2.156 to 3.289, with a weighted analysis shows no significant differences in the OP percep-
mean of 2.801 out a possible mean score of 5. The highest tions (t = 1.125, P = 0.262) between nurses working in a gov-
ernment-owned hospital and those nurses working in a
Table 1 Nurses’ demographic characteristics
privately owned hospital. Furthermore, work outcomes in
nurses such as job stress (t = 0.406, P = 0.686), burnout
Variables n (%) Mean  SD (t = 0.778, P = 0.438), job satisfaction (t = 0.419,
(min–max)
P = 0.676) and turnover intentions (t = 0.250, P = 0.803)
did not differ according to hospital classification.
Gender
To test for the null hypothesis ‘politics perceptions predict
Male 35 (21.1)
Female 131 (78.9) work outcomes in nurses’, multiple linear regression analyses
Age (years) were performed (see Table 3). The regression model shows
20–24 58 (34.9) statistically significant positive correlations between OP per-
25–29 54 (32.5) ceptions and job stress (b = 0.232, P = 0.012), turnover
30–34 12 (7.2) intentions (b = 0.645, P = 0.000) and burnout (b = 0.384,
35–39 15 (9.0) P = 0.000). Further, statistically negative correlation between
40–44 12 (7.2)
OP perceptions and job satisfaction (b = 0.428, P = 0.000)
≥45 15 (9.0)
Educational level
was found.
BS 159 (95.8)
MA/MS 7 (4.2) Limitations of the study
Income (PhP) Although this study yielded important findings, caution should
≤5000 122 (73.5) be taken when interpreting the results in the light of the identi-
5001–15 000 35 (21.1) fied limitations. As this study was a descriptive, cross-sectional
15 001–25 000 8 (4.8)
research design, one important limitation is that the correlation
25 001–35 000 1 (0.6)
does not equal causation; therefore, the researchers could not
Job Yenure (years)
1–5 112 (67.5) tell whether one variable caused a significant change in another
6–10 27 (16.3) variable. Considering the nature and dynamics of the different
11–15 4 (2.4) constructs evaluated (OP, job satisfaction, work stress, job
≥16 23 (13.9) burnout and turnover intention), this study may have benefited
Rank from a longitudinal design. As the samples were taken only
Job order 51 (30.7)
from one province in The Philippines, the inclusion of nurses
Casual nurse 38 (22.9)
from other provinces using a rigorous sampling method may
Permanent staff 52 (31.3)
Senior nurse 13 (7.8) yield different results. Future research utilizing different meth-
Head nurse 4 (2.4) ods may need to be conducted to identify causes of OP and
Supervisor 8 (4.8) their influences in the workplace.
Years of employment in 5.62  8.04 (0–39)
the current organization Discussion
0–10 144 (86.7) Results of this study indicated moderate perceptions of OP
≥11 22 (13.3)
in both nurses working in private- and government-owned
Hospital employment
Public hospital 122 (73.5)
institutions. Due to the paucity of similar studies utilizing
Private hospital 44 (26.5) nurses as respondents, the comparison of the results with
previous research was quite limited. Nevertheless, the mean

© 2016 International Council of Nurses

Organizational politics and work outcomes 113

Table 2 Responses on the perception of organizational politics scale
(POPS)
POPS Dimension/Item
Dimension 1: General political behaviour
3 People in this organization attempt
to build themselves up by
tearing others down
5 There has always been an influential
group in this department that
no one ever crosses
Dimension 2: Go along to get ahead
4 If co-workers offer to lend some
assistance, it is because they expect
to get something out of it,
not because they really care
7 People here usually don’t speak up
for fear of retaliation by others
8 I have seen changes made in policies
here that only serve the purposes of a
few individuals, not the work
unit or the organization
Dimension 3: Pay and promotion policies
1 Favouritism rather than merit
determine who gets ahead around here
2 Rewards come only to those
who work hard in this organization
6 Since I have worked in this
department, I have never seen the
pay and promotion policies
applied politically
9 Promotions in this department
generally go to top performers
Total POPS Mean Score
a = Dimension ranking, b = Item ranking.
score of this study was lower compared to the mean scores
in one of the studies conducted in nursing. Atinga et al.
(2014) identified the impacts of perceived OP on Ghanaian
nurses’ work attitudes such as absenteeism, turnover
intentions and job satisfaction. Findings revealed nurses had
a mean score of 3.11 (SD = 1.609) on OP perceptions. Per-
ceptions of workplace politics among nurses in the current
a b Mean SD study were lower when compared to other studies utilizing
non-nurses as samples (Danish et al. 2014; Daskin & Tezer
3 2.671 0.873 2012; Faye & Long 2014; Meisler & Vigoda-Gadot 2014).
8 2.325 1.022 Of the three subscales in the POP scale, this study’s find-
ings showed nurses perceived a higher level of OP in the sub-
2 3.018 1.023
scale for the pay and promotion policy. This may be related
to the need for compliance with the facility policies so as to
be seen as worthy of monitory awards and additionally be
2 2.811 0.783 considered for advancement in their career positions. Pay
9 2.156 1.020 raises and advancement opportunities are organizational
resources most employees value. When these resources are
limited or scarce, employees will compete for such resources
by resorting to political activity to influence the outcomes of
1 3.289 1.206
resource allocations (Ferris et al. 1996; Ferris et al. 2002).
3 2.984 1.020 This finding is expected given the current pay scales and pro-
motion practices in most hospitals in the country
(Marcus et al. 2014).
In this study, perceptions of OP-predicted nurses’ stress
1 2.858 0.623 and burnout experience are consistent with review of the
7 2.807 1.302
literature. This may be explained by the fact that when
4 2.939 1.168
politics is prevalent in an organization, the employee
becomes uncertain that they will be recognized and
6 2.837 1.212 rewarded for their efforts. As a result of unfair and unjust
treatment, employees tend to develop an emotional isola-
tion and this may lead to undesirable emotional states such
as high levels of anxiety, tension, stress and eventually job
5 2.849 1.076
burnout (Abbas et al. 2014; Sowmya & Panchanatham
2.801 0.596
2012). Cho et al. (2006) argued that any acts or behaviours
within the organizations which may cause unfairness such
as political acts have been associated with emotional
exhaustion among nurses. Few studies reported this rela-
tionship. For example, in two separate studies by Danish
et al. (2014) and Abbas et al. (2014), employees who had
higher perceptions of OP in their workplace perceived sig-
nificantly higher stress levels. In another study conducted

Table 3 Linear regression results of perceived politics (independent variable) on nurses work outcomes (dependent variables)

Work Outcomes R2 Constant a SE Coefficient b 95% CI P value

Job Stress 0.038 2.091 0.092 +0.232 +0.051 to +0.413 0.012*

Turnover Intention 0.329 0.611 0.072 +0.645 +0.503 to +0.787 0.000**
Job Satisfaction 0.183 4.329 0.071 0.428 0.567 to 0.288 0.000**
Job Burnout 0.117 1.288 0.082 +0.384 +0.221 to +0.546 0.000**

*P < 0.05; **P < 0.001.

© 2016 International Council of Nurses

114 L. J. Labrague et al.
by Basir & Basim (2016), nurses who perceived a highly
political environment reported higher levels of stress burn-
out and reported leaving their organization.
Mounting evidence suggested a strong link between OP
and the intent to leave. In the current study, OP perceptions
predicted the nurses’ decision to leave their organization
which is in accordance with previous studies. These suggested
political perceptions heighten the propensity of employees to
leave their organizations (Daskin & Tezer 2012; Javed et al.
2014; Kaya et al. 2016; Sowmya & Panchanatham 2012). Any
political activity is often perceived as negative and a threat
and when an employee perceives their workplace as highly
political in nature, unfair and biased, they may be encouraged
to quit their job (Cacciattolo 2015; Drory & Vigoda-Gadot
2010; Javed et al. 2014). In two separate studies by Atinga
et al. (2014) and Basir & Basim (2016), OP perceptions in
nurses strongly predicted their desires to leave their organiza-
tions. However, one study revealed that the relationship
between OP perceptions and the intent to leave was not
found (Chang et al. 2009).
Similar to the finding of earlier studies, this study found a
strong association between OP perceptions and work satisfac-
tion. This result implies that OP perceptions influence nurses’
individual motivation and commitment to work. This finding
is supported by Faye & Long (2014) who explained that when
an organization is highly politically driven, employees are
unhappy, as this would be perceived as unfair and eventually
they would become dissatisfied. Our finding is similar to a
study involving nursing professionals as respondents where
staff nurses, who perceived their workplace characterized by a
highly political climate, reported significantly low job satisfac-
tion (Atinga et al. 2014). Empirical studies conducted among
non-nursing employees supported this relationship (Faye &
Long 2014; Kodisinghe 2010).
Conclusion
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 pre-
dict nurses’ intention to leave their organization. As high
levels of OP impact individual and organizational productiv-
ity, exploring ways to minimize the effect of political beha-
viour poses a challenge to hospital administrators.
Implications for nursing practice
As this study revealed negative consequences of OP percep-
tions to work outcomes, this finding highlights two specific
© 2016 International Council of Nurses
areas: the importance of identifying political behaviour/activ-
ity in nurses and exploring empirically tested interventions
that could minimize the impact of workplace politics and fos-
ter employee efficiency and organizational productivity. Such
interventions may include person-directed and organization-
directed measures such as provisions of adequate new staff
orientation and continued training, offering courses for spe-
cialty certifications, staff mentoring along with leadership
courses, offering courses which focus on peer and social sup-
port, formation of committees which have goals in improving
the work environment, re-evaluating of the goals leading to
pay advances and use of clinical ladders for the purpose of
pay and promotion.
Implications for nursing policy
The findings of this study may provide a valuable perspective
of this critical organizational issue and ultimately assist poli-
cymakers and nurse administrators in formulating strategies
that could minimize the effects of workplace politics and fos-
ter employee efficiency and organizational productivity. This
will challenge the hospital administrators and leaders in iden-
tifying potential contributing factors to OP such as poor
communication, vague policies and poor employee feedback
(Abbas et al. 2014). Clear and consistent policies are required
to establish trust within the organization. In particular, review
and revision of existing policies relative to employee salaries
and career promotions may be necessary to create a work-
place environment where work satisfaction is optimized while
minimizing the politics.
As opportunities for career development have also been
found effective in reducing workplace politics (Ferris et al.
2016), formulation of individualized career plans for nurses
may be helpful. Instituting transparency and accountability in
nursing management will likewise enhance nurses’ trust
towards other members of the staff and management and
increase equality within the organization. The formation of
nursing administration and nursing unit representatives to
discuss methods to improve communication and overall pro-
ductivity may be an asset. Stress management interventions
are necessary to adequately and effectively manage stress and
burnout in nurses and prevent turnover.
Acknowledgement
The researchers would like to thank all staff nurses who par-
ticipated in the study.
Author contributions
Study Design: LL, DM, DG, KT, DA
Data Collection: LL, DA, DM, DG
Organizational politics and work outcomes
Data Analysis: LL, DM, DG, KT, DA
Study Supervision: LL, DM, DG, KT, DA
Manuscript Writing: LL, DM, DG, KT, DA
Critical Revisions for Important Intellectual Context: LL, DM,
DG, KT, DA
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