Designing and Testing a Model Comprised of Some Antecedents and Consequences of Perceived Organizational Politics in the Employees of Abadan Oil Refinery Company | ||
| مجله علمی "مدیریت فرهنگ سازمانی" | ||
| Article 4, Volume 18, Issue 1, April 2020, Pages 69-90 PDF (835.61 K) | ||
| Document Type: Applied Article | ||
| DOI: 10.22059/jomc.2019.273535.1007698 | ||
| Authors | ||
| Elham Saei* 1; Kioumars Beshlideh2; Seyed Ali Marashi3; Nasrin Arshadi4 | ||
| 1PhD Holder in Psychology, Shahid Chamran University of Ahvaz, Ahvaz, Iran | ||
| 2Professor, Department of Psychology, Shahid Chamran University of Ahvaz, Ahvaz, Iran | ||
| 3Assistant Professor, Department of Psychology, Shahid Chamran University of Ahvaz, Ahvaz, Iran | ||
| 4Professor, Department of Psychology, Shahid Chamran University of Ahvaz, Ahvaz, Iran | ||
| Abstract | ||
| The purpose of this study was designing and testing a model of antecedents (including ethical leadership, transformational leadership, transactional leadership, and organizational centralization) and consequences (including job frustration, job anxiety, workplace deviance, and employee silence) of perceived organizational politics in the employees of Abadan oil Refinery Company. The research design of this study was correlational, done through structural equation modeling (SEM). The statistical population included all employees in Abadan oil Refinery Company in the year 2018, out of which a sample of 459 employees was selected using multistage random sampling method. The data collection instruments included perceived organizational politics (Zho & Ferris, 1996), ethical leadership (Brown et al., 2005), leadership styles (Ismail et al., 2010), organizational structure preference (McShane & Von Gilnow, 2013), job frustration (Peters et al., 1980), job anxiety (Parker, & De Cotiis, 1983), workplace deviance (Aquino et al., 1999) and employee silence (Brinsfield, 2013) scales. The structural equation modeling was used to test the proposed model. Also, bootstrapping method was used to evaluate indirect effects in the model. Results showed that the fitness indices for the proposed model were in the acceptable range; however, by imposing some modifications, the model achieved a better fitness. The results also showed that all direct paths (except for the paths of transactional leadership and centralization to perceived organizational politics, and the paths of job frustration to workplace deviance and employee silence) were significant. Based on the findings of the present research, political perceptions can bring about employee silence and workplace deviance. Therefore, it is essential to pay attention in this regards. | ||
| Keywords | ||
| Politics; Job frustration; Job anxiety; Workplace deviance; Silence | ||
| References | ||
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