The missing link between high performance work practices and perceived organizational politics

Main Article Content

Adnan Riaz
Saima Batool
Mohd Shamsuri Md Saad

Abstract

A vast majority of research characterizes organizational politics as an aversive phenomenon and thus recommends exploring the factors that minimize its intensity. This study primarily endeavored to examine the role of high performance work practices (HPWPs) in controlling organizational politics. The moderating influence of Machiavellian personalities on HPWPs- politics was also evaluated. Through a questionnaire survey, 243 responses were obtained from engineers working in a local industrial area of capital city of Pakistan. The results showed an inverse relationship between HPWPs and perceived organizational politics (POP), and the moderating role of Machiavellianism was substantiated. Practical implications are presented based on the study results.

Downloads

Download data is not yet available.

Metrics

Metrics Loading ...

Article Details

How to Cite
RIAZ, A.; BATOOL, S.; SAAD, M. S. M. The missing link between high performance work practices and perceived organizational politics. RAE - Revista de Administracao de Empresas , [S. l.], v. 59, n. 2, p. 82–94, 2019. DOI: 10.1590/S0034-759020190202. Disponível em: https://periodicos.fgv.br/rae/article/view/78672. Acesso em: 22 apr. 2024.
Section
Articles

References

Abbas, M., Raja, U., Darr, W., & Bouckenooghe, D. (2014). Combined effects of perceived politics and psychological capital on job satisfaction, turnover intentions, and performance. Journal of Management, 40(7), 1813-1830. doi:10.1177/0149206312455243

Adams, G. L., Treadway, D. C., & Stepina, L. P. (2008). The role of dispositions in politics perception formation: The predictive capacity of negative and positive affectivity, equity sensitivity, and self-efficacy. Journal of Managerial Issues, 20(4), 545-563.

Aiken, L., & West, S. (1991). Multiple regression: Testing and interpreting interactions. Newbury Park, CA: Sage.

Ali, F., Amorim, I. S., & Chamorro-Premuzic, T. (2009). Empathy deficits and trait emotional intelligence in psychopathy and Machiavellianism. Personality and Individual Differences, 47(7), 758-762. doi:10.1016/j. paid.2009.06.016

Appelbaum, E. (2000). Manufacturing advantage: Why high-performance work systems pay off. New York, NY: Cornell University Press.

Atinc, G., Darrat, M., Fuller, B., & Parker, B. W. (2010). Perceptions of organizational politics: A meta-analysis of theoretical antecedents. Journal of Managerial Issues, 22(4), 494-513.

Bagozzi, R. P., & Yi, Y. (1991). Multitrait-multimethod matrices in consumer research. Journal of Consumer Research, 17(4), 426-439.

Bamberger, P., Biron, M., & Meshoulam, I. (2014). Human resource strategy: Formulation, implementation, and impact. New York, NY: Routledge.

Bamberger, P., & Meshoulam, I. (2000). Human resource management strategy. London, UK: Sage.

Basar, U., & Basim, N. (2016). A cross-sectional survey on consequences of nurses’ burnout: Moderating role of organizational politics. Journal of Advanced Nursing, 72(8), 1838-1850. doi:10.1111/jan.12958

Becker, B. E., & Huselid, M. A. (1998). High performance work systems and firm performance: A synthesis of research and managerial im¬plications. Research in Personnel and Human Resource Management, 16, 53-101.

Belschak, F. D., Muhammad, R. S., & Den Hartog, D. N. (2016). Birds of a feather can butt heads: When Machiavellian employees work with Machiavellian leaders. Journal of Business Ethics, 151(3), 613-626. doi:10.1007/s10551-016-3251-2

Bereczkei, T. (2017). Machiavellianism: The psychology of manipulation. New York, NY: Routledge. Blau, P. M. (1964). Exchange and power in social life. New York, NY: Wiley.

Blickle, G., Schütte, N., & Genau, H. A. (2018). Manager psychopathy, trait activation, and job performance: A multi-source study. European Journal of Work and Organizational Psychology, 27(4), 450-461.

Bodla, M. A., & Danish, R. Q. (2009). Politics and workplace: An empirical examination of the relationship between perceived organizational politics and work performance. South Asian Journal of Management, 16(1), 44.

Bowen, D. E., & Ostroff, C. (2004). Understanding HRM–firm performance linkages: The role of the “strength” of the HRM system. Academy of Management Review, 29(2), 203-221. doi:10.2307/20159029

Buchanan, D., & Badham, R. (2008). Power, politics, and organizational change: Winning the turf game. London, UK: Sage.

Chang, C.-H., Rosen, C. C., & Levy, P. E. (2009). The relationship between perceptions of organizational politics and employee attitudes, strain, and behavior: A meta-analytic examination. Academy of Management Journal, 52(4), 779-801. doi:10.5465/amj.2009.43670894

Chiaburu, D. S., Peng, A. C., Oh, I.-S., Banks, G. C., & Lomeli, L. C. (2013). Antecedents and consequences of employee organizational cynicism: A meta-analysis. Journal of Vocational Behavior, 83(2), 181- 197. doi:10.1016/j.jvb.2013.03.007

Christie, R., & Geis, F. (1970). Studies in Machiavellianism, New York: Academic Press.

Christie, R., Geis, F. L., Festinger, L., & Schachter, S. (2013). Studies in Machiavellianism (Social Psychology Monographs), Kindle Edition: Academic Press.

Churchill, G. A. Jr. (1979). A paradigm for developing better measures of marketing constructs. Journal of Marketing Research, 16(1), 64-73. doi:10.2307/3150876

Cohen, A. (2018). Counterproductive work behaviors: Understanding the dark side of personalities in organizational Life. New York, NY: Routledge.

Cohen, J., Cohen, P., West, S. G., & Aiken, L. S. (2013). Applied multiple regression/correlation analysis for the behavioral sciences. New York, NY: Routledge.

Combs, J., Liu, Y., Hall, A., & Ketchen, D. (2006). How much do high‐performance work practices matter? A meta‐analysis of their effects on organizational performance. Personnel Psychology, 59(3), 501- 528. doi:10.1111/j.1744-6570.2006.00045.x

Czibor, A., & Bereczkei, T. (2012). Machiavellian people’s success results from monitoring their partners. Personality and Individual Differences, 53(3), 202-206. doi:10.1016/j.paid.2012.03.005

Dawson, J. F. (2014). Moderation in management research: What, why, when, and how. Journal of Business and Psychology, 29(1), 1-19. doi:10.1007/s10869-013-9308-7

Delery, J. E., & Shaw, J. D. (2001). The strategic management of people in work organizations: Review, synthesis, and extension. In G. R. Ferris (Ed.), Research in personnel and human resources management (Vol. 20, pp. 165-197). Stamford, CT: JAI Press.

Drory, A., & Vigoda-Gadot, E. (2010). Organizational politics and human resource management: A typology and the Israeli experience. Human Resource Management Review, 20(3), 194-202. doi:10.1016/j.hrmr.2009.08.005

Elias, R. Z. (2015). The effects of Machiavellianism and cultural dimensions on business students’ general distrust of corporations. Journal of Business Studies Quarterly, 6(4), 21-30.

Fehr, B., & Samsom, D. (2013). The construct of Machiavellianism: Twenty years later. In C. D. Spielberger & J. N. Butcher (Eds.), Advances in personality assessment (pp. 77-116). Hillsdale, NJ: Lawrence Erlbaum Associates.

Ferris, G. R., Arthur, M. M., Berkson, H. M., Kaplan, D. M., Harrell-Cook, G., & Frink, D. D. (1998). Toward a social context theory of the human resource management-organization effectiveness relationship. Human Resource Management Review, 8(3), 235-264. doi:10.1016/S1053-4822(98)90004-3

Ferris, G. R., Russ, G. S., & Fandt, P. M. (1989). Politics in organizations. In R. A. Giacalone & P. Rosenfeld (Eds.), Impression management in the organization (pp. 143-170). Hillsdale, NJ: Lawrence Erlbaum Associates.

Fiore, S. M., Salas, E., & Cannon-Bowers, J. A. (2001). Group dynamics and shared mental model development. In M. London (Ed.), Applied in psychology: How people evaluate others in organizations (pp. 309- 336). Mahwah, NJ: Lawrence Erlbaum Associates Publishers.

Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39-50. doi:10.2307/3151312

Furnham, A., Richards, S. C., & Paulhus, D. L. (2013). The dark triad of personality: A 10 year review. Social and Personality Psychology Compass, 7(3), 199-216. doi:10.1111/spc3.12018

Furtner, M. R., Maran, T., & Rauthmann, J. F. (2017). Dark leadership: The role of leaders’ dark triad personality traits. In M. Clark, & C. Gruber (Eds), Leader Development Deconstructed (pp. 75-99). Cham, Switzerland: Springer.

Gandz, J., & Murray, V. V. (1980). The experience of workplace politics. Academy of Management Journal, 23(2), 237-251. doi:10.2307/255429

Gibson, S. K. (2006). Mentoring of women faculty: The role of organizational politics and culture. Innovative Higher Education, 31(1), 63-79. doi:10.1007/s10755-006-9007-7

Giorgi, S., Lockwood, C., & Glynn, M. A. (2015). The many faces of culture: Making sense of 30 years of research on culture in organization studies. The Academy of Management Annals, 9(1), 1-54. doi:10.5465 /19416520.2015.1007645

Göllner, R., Roberts, B. W., Damian, R. I., Lüdtke, O., Jonkmann, K., Trautwein, U. (2017). Whose “storm and stress” is it? Parent and child reports of personality development in the transition to early adolescence. Journal of Personality, 85(3), 376-387. doi:10.1111/jopy.12246

Gouldner, A. W. (1960). The norm of reciprocity: A preliminary statement. American Sociological Review, 25(2) 161-178. doi:10.2307/2092623

Guest, D. E. (1999). Human resource management‐the workers’ verdict. Human Resource Management Journal, 9(3), 5-25. doi:10.1111/j.1748-8583.1999.tb00200.x

Guthrie, J. P. (2001). High-involvement work practices, turnover, and productivity: Evidence from New Zealand. Academy of Management Journal, 44(1), 180-190. doi:10.2307/3069345

Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E., & Tatham, R. L. (2010). Multivariate data analysis (vol. 5). Upper Saddle River, NJ: Prentice Hall.

Hall, A. T., Hochwarter, W. A., Ferris, G. R., & Bowen, M. G. (2004). The dark side of politics in organizations. In R. W. Griffin, A. O’Leary-Kelly, & R. D. Pritchard (Eds.), The dark side of organizational behavior (pp. 237-261). San Francisco, CA: Wiley.

Harley, B., Allen, B. C., & Sargent, L. D. (2007). High performance work systems and employee experience of work in the service sector: The case of aged care. British Journal of Industrial Relations, 45(3), 607- 633. doi:10.1111/j.1467-8543.2007.00630.x

Hernaus, T., & Mikulić, J. (2014). Work characteristics and work performance of knowledge workers. EuroMed Journal of Business, 9(3), 268-292. doi:10.1108/EMJB-11-2013-0054

Hiebert, M. (2001). Powerful professionals: Getting your expertise used inside your organization. Victoria, B.C.: Trafford Publishing.

Hofstede, G. (2003). Cultural constraints in management theories. In D. C. Thomas (Ed.), Readings and cases in international management: A cross-cultural perspective (pp. 17-27). Thousand Oaks, CA: Sage Publications.

Hofstede, G., & Hofstede, G. (2005). Culture and organizations: Software of the mind. New York, NY: McGraw-Hill.

Huselid, M. A., & Becker, B. E. (1995). The strategic impact of high performance work systems. Paper presented at the Academy of Management annual meeting, Vancouver.

Johns, G., Xie, J. L., & Fang, Y. (1992). Mediating and moderating effects in job design. Journal of Management, 18(4), 657-676. doi:10.1177/014920639201800404

Kacmar, K. M., Bozeman, D. P., Carlson, D. S., & Anthony, W. P. (1999). An examination of the perceptions of organizational politics model: Replication and extension. Human Relations, 52(3), 383-416. doi:10.1177/001872679905200305

Kacmar, K. M., & Carlson, D. S. (1997). Further validation of the perceptions of politics scale (POPS): A multiple sample investigation. Journal of Management, 23(5), 627-658. doi:10.1016/S0149- 2063(97)90019-2

Kacmar, K. M., & Ferris, G. R. (1991). Perceptions of organizational politics scale (POPS): Development and construct validation. Educational and Psychological Measurement, 51(1), 193-205. doi:10.1177/0013164491511019

Karatepe, O. M., Babakus, E., & Yavas, U. (2012). Affectivity and organizational politics as antecedents of burnout among frontline hotel employees. International Journal of Hospitality Management, 31(1), 66-75. doi:10.1016/j.ijhm.2011.04.003

Kooij, D. T. A. M., Guest, D. E., Clinton, M., Knight, T., Jansen, P. G. W., & Dikkers, J. S. E. (2013). How the impact of HR practices on employee well-being and performance changes with age. Human Resource Management Journal, 23(1), 18-35. doi:10.1111/1748-8583.12000

Leckie, G. J., Pettigrew, K. E., & Sylvain, C. (1996). Modeling the information seeking of professionals: A general model derived from research on engineers, health care professionals, and lawyers. The Library Quarterly, 66(2), 161-193.

Lobontiu, N. (2010). System dynamics for engineering students: Concepts and applications. Burlington, MA: Elsevier Science.

Ma, Z., Long, L., Zhang, Y., Zhang, J., & Lam, C. K. (2017). Why do high-performance human resource practices matter for team creativity? The mediating role of collective efficacy and knowledge sharing. Asia Pacific Journal of Management, 34(3), 565-586. doi:10.1007/s10490- 017-9508-1

MacCallum, R. C., Widaman, K. F., Zhang, S., & Hong, S. (1999). Sample size in factor analysis. Psychological Methods, 4(1), 84-99. doi:10.1037/1082-989X.4.1.84

Machin, S., & Wood, S. (2005). Human resource management as a substitute for trade unions in British workplaces. ILR Review, 58(2), 201-218.

Maynard, M. T., & Gilson, L. L. (2014). The role of shared mental model development in understanding virtual team effectiveness. Group & Organization Management, 39(1), 3-32. doi:10.1177/1059601113475361

Meisler, G., & Vigoda-Gadot, E. (2014). Perceived organizational politics, emotional intelligence and work outcomes: Empirical exploration of direct and indirect effects. Personnel Review, 43(1), 116-135. doi:10.1108/PR-02-2012-0040

Miller, B. K., Rutherford, M. A., & Kolodinsky, R. W. (2008). Perceptions of organizational politics: A meta-analysis of outcomes. Journal of Business and Psychology, 22(3), 209-222. doi:10.1007/s10869-008- 9061-5

Mohtadi, M. F. (2013). Man and his environment. Proceedings of the Second International Banff Conference on Man and His Environment. Held in Banff, Canada, May 19–22, 1974. Great Britain, Elsevier Science.

Muhammad, A. H. (2007). Antecedents of organizational politics perceptions in Kuwait business organizations. Competitiveness Review: An International Business Journal, 17(4), 234-247. doi:10.1108/10595420710844325

Nunnally, J. C., & Bernstein, I. (1994). Validity. In: Psychometric Theory. 3rd edn. Toronto: McGraw-Hill, Inc.

O’Boyle, E. H., Jr., Forsyth, D. R., Banks, G. C., & McDaniel, M. A. (2012). A meta-analysis of the dark triad and work behavior: A social exchange perspective. Journal of Applied Psychology, 97(3), 557-579. doi:10.1037/a0025679

O’connor, W. E., & Morrison, T. G. (2001). A comparison of situational and dispositional predictors of perceptions of organizational politics. The Journal of Psychology, 135(3), 301-312. doi:10.1080/00223980109603700

Paré, G., & Tremblay, M. (2007). The influence of high-involvement human resources practices, procedural justice, organizational commitment, and citizenship behaviors on information technology professionals’ turnover intentions. Group & Organization Management, 32(3), 326- 357. doi:10.1177/1059601106286875

Peacock, M. J. (2017). The human resource professional’s guide to change management: Practical tools and techniques to enact meaningful and lasting organizational change. New York, NY: Business Expert Press.

Pfeffer, J. (1998). The human equation: Building profits by putting people first. London, UK: Harvard Business Press.

Pilch, I., & Turska, E. (2015). Relationships between Machiavellianism, organizational culture, and workplace bullying: Emotional abuse from the target’s and the perpetrator’s perspective. Journal of Business Ethics, 128(1), 83-93. doi:10.1007/s10551-014-2081-3

Poon, J. M. (2003). Situational antecedents and outcomes of organizational politics perceptions. Journal of Managerial Psychology, 18(2), 138-155. doi:10.1108/02683940310465036

Porter, L. W., Crampon, W. J., & Smith, F. J. (1976). Organizational commitment and managerial turnover: A longitudinal study. Organizational Behavior and Human Performance, 15(1), 87-98. doi:10.1016/0030-5073(76)90030-1

Posthuma, R. A., Campion, M. C., Masimova, M., & Campion, M. A. (2013). A high performance work practices taxonomy: Integrating the literature and directing future research. Journal of Management, 39(5), 1184-1220. doi:10.1177/0149206313478184

Purves, D., Morgenstern, Y., & Wojtach, W. T. (2015). Perception and reality: Why a wholly empirical paradigm is needed to understand vision. Frontiers in Systems Neuroscience, 9, 156. doi:10.3389/fnsys.2015.00156

Rabl, T., Jayasinghe, M., Gerhart, B., & Kühlmann, T. M. (2014). A meta-analysis of country differences in the high-performance work system– business performance relationship: The roles of national culture and managerial discretion. Journal of Applied Psychology, 99(6), 1011- 1041. doi:10.1037/a0037712

Reimers, J. M., & Barbuto, J. E., Jr. (2002). A framework exploring the effects of the Machiavellian disposition on the relationship between motivation and influence tactics. Journal of Leadership & Organizational Studies, 9(2), 29-41. doi:10.1177/107179190200900203

Ruiz-Palomino, P., & Bañón-Gomis, A. (2016). The negative impact of chameleon-inducing personalities on employees’ ethical work intentions: The mediating role of Machiavellianism. European Management Journal, 35(1), 102-115. doi:10.1016/j.emj.2016.02.010

Sakalaki, M., Richardson, C., & Thépaut, Y. (2007). Machiavellianism and economic opportunism. Journal of Applied Social Psychology, 37(6), 1181-1190. doi:10.1111/j.1559-1816.2007.00208.x

Sendjaya, S., Pekerti, A., Härtel, C., Hirst, G., & Butarbutar, I. (2016). Are authentic leaders always moral? The role of Machiavellianism in the relationship between authentic leadership and morality. Journal of Business Ethics, 133(1), 125-139. doi:10.1007/s10551-014-2351-0

Shin, D., & Konrad, A. M. (2017). Causality between high-performance work systems and organizational performance. Journal of Management, 43(4), 973-997. doi:10.1177/0149206314544746

Sibia, C. (2016). A product of my environment. London, UK: London’s Finest Distribution.

Stepanski, K., Kershaw, T., & Arkakelian, A. (2000). Perceptions of work politics: Meta-analytic investigation of individual differences and outcome variables. Paper presented at the Fifteenth Annual Conference of the Society for Industrial and Organizational Psychology, New Orleans.

Sun, L.-Y., Aryee, S., & Law, K. S. (2007). High-performance human resource practices, citizenship behavior, and organizational performance: A relational perspective. Academy of Management Journal, 50(3), 558-577. doi:10.5465/amj.2007.25525821

Sussman, L., Adams, A. J., Kuzmits, F. E., & Raho, L. E. (2002). Organizational politics: Tactics, channels, and hierarchical roles. Journal of Business Ethics, 40(4), 313-329. doi:10.1023/A:1020807700478

Thau, S., & Mitchell, M. S. (2010). Self-gain or self-regulation impairment? Tests of competing explanations of the supervisor abuse and employee deviance relationship through perceptions of distributive justice. Journal of Applied Psychology, 95(6), 1009-1031. doi:10.1037/a0020540

Tucker, R. L., Lowman, G. H., & Marino, L. D. (2016). Dark triad traits and the entrepreneurial process: A person-entrepreneurship perspective. In M. R. Buckley, J. R. B. Halbesleben, & A. R. Wheeler, Research in Personnel and Human Resources Management (pp. 245-290). Emerald Group Publishing Limited.

Valle, M., & Perrewe, P. L. (2000). Do politics perceptions relate to political behaviors? Tests of an implicit assumption and expanded model. Human Relations, 53(3), 359-386. doi:10.1177/0018726700533004

Van De Voorde, K., & Beijer, S. (2015). The role of employee HR attributions in the relationship between high‐performance work systems and employee outcomes. Human Resource Management Journal, 25(1), 62-78. doi:10.1111/1748-8583.12062

Vigoda, E., & Cohen, A. (2002). Influence tactics and perceptions of organizational politics: A longitudinal study. Journal of Business Research, 55(4), 311-324. doi:10.1016/S0148-2963(00)00134-X

Wei, H.-S., & Chen, J.-K. (2012). The moderating effect of Machiavellianism on the relationships between bullying, peer acceptance, and school adjustment in adolescents. School Psychology International, 33(3), 345-363. doi:10.1177/0143034311420640

Wilson, D. S., Near, D., & Miller, R. R. (1996). Machiavellianism: A synthesis of the evolutionary and psychological literatures. Psychological Bulletin, 119(2), 285-299. doi:10.1037/0033- 2909.119.2.285

Witt, L. A., Andrews, M. C., & Kacmar, K. M. (2000). The role of participation in decision-making in the organizational politics-job satisfaction relationship. Human Relations, 53(3), 341-358. doi:10.1177/0018726700533003

Young, D. (2012). Being a product of your environment. Denver, CO: Outskirts Press. Zacharatos, A., Barling, J., & Iverson, R. D. (2005). High-performance work systems and occupational safety. Journal of Applied Psychology, 90(1), 77-93. doi:10.1037/0021-9010.90.1.77

Zagenczyk, T. J., Cruz, K. S., Woodard, A. M., Walker, J. C., Few, W. T., Kiazad, K., & Raja, M. (2013). The moderating effect of Machiavellianism on the psychological contract breach–Organizational identification/ disidentification relationships. Journal of Business and Psychology, 28(3), 287-299. doi:10.1007/s10869-012-9278-1