Designing and Testing a Model Comprised of Some Antecedents and Consequences of Perceived Organizational Politics in the Employees of Abadan Oil Refinery Company

Document Type : Applied Article

Authors

1 PhD Holder in Psychology, Shahid Chamran University of Ahvaz, Ahvaz, Iran

2 Professor, Department of Psychology, Shahid Chamran University of Ahvaz, Ahvaz, Iran

3 Assistant Professor, 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

Main Subjects

References

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Organizational Culture Management
Volume 18, Issue 1
April 2020
Pages 69-90

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