ISSN : 1229-0696
This research has examined the main effects and interaction effect of person-organization fit and machiavellism on perceived organizational politics. This study was conducted by using sample of 396 public officers and analyzed the main and interaction effect of P-O fit and machiavellism on perceived organizational politics by hierarchical regression analyses which controlled demographic factors. The major findings of this study were as follows: First, as P-O fit score increased, the degree of perceived organizational politics tended to decrease(=-.143, p<.01). Second, the higher level of machiavellism was, the lower perceived organizational politics(=.272, p<.001). Third, interaction effect of P-O fit and machiavellism on the perceived organizational politics was significant(⊿=.024, p<.01). Furthermore, results of this study showed that among three sub-factors of P-O fit, only needs-supplies and demands- ability had a interaction effect with machiavellism(needs-supplies: ⊿=.033, p<.001; demands-ability: ⊿=.024, p<.01). Finally, implications of this study and tasks of future research were discussed.
매일경제 (2015.12.18.) 사내정치, 조직에 독이라고? 잘쓰면 윤활유다! http://news.mk.co.kr/newsRead.php?year=2015&no=1191853
중앙SUNDAY (2015.5.31.). 직장인 88% “사내정치 있다”...63%는 “불이익 경험”. http://sunday.joins.com/archives/10942
Aiken, L. S., & West, S. G. (1991). Multiple regression: Testing and interpreting interactions. Newbury Park, CA: Sage.
Aziz, A. K., May, K. and Crotts, J. C. (2002). Relations of machiavellian behavior with sales performance of stockbrokers. Psychological Reports, 90(2), 451-460.
Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51, 1173-1182.
Bowen, D. E., Ledford, G. C., & Nathan, B. R. (1991). Hiring for the organization, not the job. Academy of Management Executive, 5, 35-51.
Bretz, R. D., & Judge, T. A. (1994). Person- organization fit and the theory of work adjustment: Implications for satisfaction, tenure, and career success. Journal of Vocational Behavior, 44, 32-54.
Cable, D. M., & DeRue, D. S. (2002). The Convergent and discriminant validity of subjective fit perceptions. Journal of Applied Psychology, 87, 875-884.
Chatman, J. A. (1989). Improving interactional organizational research: A model of person- organization fit. Academy of Management Review, 14, 333-349.
Christie, R., & Geis, F. L. (1970). Studies in Machiavellianism. New Tork: Academic Press.
Cohen, J., Cohen, P., West, S. G., & Aiken, L. S. (2003). Applied multiple regression/correlation analysis for the behavioral sciences (3rd ed.). Mahwah, NJ: Erlbaum.
Cropanzano, R., Howes, J. C., Grandey, A. A., & Toth, P. (1997). The relationship of organizational politics and support to work behaviors, attitudes, and stress. Journal of Organizational Behavior, 18, 159-180.
Dahling, J. J., Whitaker, B. G., & Levy, P. E. (2009). The development and validation of a new machiavellianism scale. Journal of Management, 35, 219-257.
Fandt, P. M., & Ferris, G. R. (1990). The management of information and impressions: When employees behave opportunistically. Organizational Behavior and Human Decision Processes, 45, 140-158.
Ferris, G. G., Adams, G., Kolodiinsky, R. W., Hochwarter, W. A., & Ammeter, A. P. (2002). Perception of organizational politics: Theory and research directions. In F. J. Yammarino & F. Dansereau (Eds.), Resarch in multi-level issues, 1: The many faces of multi-level issues, 179-254. Oxford: JAI Press/Elsevier Science.
Ferris, G. R., & Kacmar, K. M. (1992). Perceptions of organizational politics. Journal of Management, 18, 93-116.
Ferris, G. R., Fedor, D. B., & King, T. R. (1994). A political conceptualization of managerial behavior. Human Resource Management Review, 4, 1-34.
Ferris, G. R., Russ, G. S., & Fandt, P. M. (1989). Politics in organizations, 143-170, In E. Vigoda, Developments in organizational politics. Edward Elgar Publishing, Inc, USA.
Fraedrich, J., Ferrell, O. C. and Pride, W. (1989). An empirical examination of three machiavellian concepts: Advertisers vs. the general public. Journal of Business Ethics, 8(9), 687-694.
Gilmore, D. C., Ferris, G. R., Dulebohn, J., & Harrell-Cook, G. (1996). Organizational politics and employee attendance. Group & Organizational Management, 21, 481-494.
Griffin, R. W., & O’Leary-Kelly, A. M. (2004). An introduction to the dark side. In R. W. Griffin & A. M. O’Leavy-Kelly(Eds.), The dark side of organizational behavior, 1-19, San Francisco: Jossey-Bass.
Hair, J. F. J., Anderson, R. E., Tatham, R. L., & Black, W. C., (1998). Multivariate data analysis, 5th edn, Prentice Hall, Upper Saddle River, New Jersey.
Harrell, W. A. (1980). Retaliatory aggression by high and low machiavellians against remorseful and non-remorseful wrongdoers. Social Behavior and Personality, 8(2), 217-220.
Harris, K., & Kacmar, K. M. (2005). Organizational politics. In J. Barling, E. K. Kelloway, & M. R. Frone(Eds.), Handbook of work sress, 14, 353-374. SAGE Publications, Inc
Jonason, P. K., Li, N. P., Webster, G. W., & Schmitt, D. P. (2009). The dark triad: Facilitating short-term mating in men. European Journal of Personality, 23, 5-18.
Kacmar, K. M., & Baron, R. A. (1999). Organizational politics: The state of the field, links to related processes, and an agenda for future research. In K. M. Rowland & G. R. Ferris(Eds.), Research in personnel and human resources management, 10, 1-39. Greenwich: JAI Press Inc.
Kacmar, K. M., & Ferris, G. R. (1991). Perceptions of organizational politics scale (POPS): Development and construct validation. Educational and Psychological Measurement, 51, 193-205.
Katz, D., & Kahn, R. L. (1996). The social psychology of organization. New York: WILEY
Kristof-Brown, A. L., & Stevens, C. K. (2001). Goal congruence in project teams: Does the fit between members’ personal mastery and performance goals matter? Journal of Applied Psychology, 86, 1083-1095.
Kristof-Brown, A. L., Jansen, K. L., & Colbert, A. E. (2002). A policy-capturing study of the simultaneous effects of fit with job, groups and organizations. Journal of Applied Psychology, 87(5), 985-993.
Kristof-Brown, A. L. (1996). Person-organization fit: An integrative review of its conceptualizations, measurements, and implications. Personnel Psychology, 49, 1-49.
Miller, B. K., Rutherford, M. A., & Kolodinsky, R. W. (2008). Perceptions of organizational politics: A meta-analysis of Outcomes. Journal of Business Psychology, 22, 209-222.
Ntanos, A. (2009). Institutional approach of conflicts and the crisis management in the business environment. Archives of Economic History, 21(1), 103-134.
Parker, C, P., Dipboye, R, L, & Jackson, S, S. (1995). Perceptions of organizational Politis: An investigation of antecedents and consequences. Journal of Management. 21(5), 891-912.
Paulhus, D. L., & Williams, K. (2002). The dark triad of personality: Narcissism, machiavellianism, and psychopathy. Journal of Research in Personality, 36, 556-568.
Pervin, L. A. (1968). Performance and satisfaction as a function of individual-environment fit. Psychological Bulletin, 69, 56-68.
Pfeffer, J. (1981). Power in organization. Pitman Publishing.
Pierce, J. L., Gardner, D. G., Dunham, R. B., & Cummings, L. L. (1993). Moderation by organization-based self-esteem of role condition-employee response relationships. Academy of Management Journal, 36, 271-287.
Porter, L. W. (1976). Organizations as political animals. Washington, DC.
Saks, A. M., & Ashforth, B. E. (1997). A longitudinal investigation of the relationships between job information sources, applicant perceptions of fit, and work outcomes. Personnel Psychology, 50(2), 395-426.
Schneider, B. (1987). The people make the place. Personnel Psychology, 40, 437-453.
Schulte, M., Ostroff, C., & Kinicki, A. J. (2006). Organizational climate systems and psychological climate perceptions: A cross-level study of climate- satisfaction relationships. Journal of Occupational and Organizational Psychology, 79(4), 645-671.
Sheppard, B. H., Levicki, R. J., & Minton, J. W. (1992). Organizational justice: The search for fairness in the workplace. New York: Lexington Books.
Sykianakis, N., & Ballas, A. (2006). Ideology vs formal systems as a control mechanism: A case study. Presented in the 29th European accounting Association Congress, Dublin.
Treadwat, D. C., Ferris, G. R., Hochwarter, W., Perrewe, P., Witt. L. A., & Goodman, J. M. (2005). The role of age in the perceptions of politics-job performance relationship: A three-study constructive replication. Journal of Applied Psychology, 90, 872-881.
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.
Vancouver, J. B., & Schmitt, N. W. (1991). An exploratory examination of person-organization fit: Organizational goal congruence. Personnel Psychology, 44, 333-352.
Vancouver, J. B., Millsap, R. E., & Peters, P. A. (1994). Multilevel analysis of organizational goal congruence. Journal of Applied Psychology, 79, 666-497.
Vigoda, E., & Cohen, A. (2002). Influence tactics and perceptions of organizational politics: A longitudinal study. Journal of Business Research, 55(4), 311-324.
Vigoda, E., & Drory, A. (2002). Handbook of organizational politics. Edward ELgar Publishing.
Vigoda, E. (2000). Internal politics in public administration systems. Public Personnel Management, 29(2), 185-210.
Vigoda, E. (2002). Stress-related aftermaths to workplace politics: The relationships among politics, job distress, and aggressive behavior in organizations. Journal of Organizational Behavior, 23, 571-591.
Vigoda, E. (2003). Developments in organizational politics: How political dynamics affect employee performance in modern work sites. Cheltenham: Edward Elgar.
Wilson, D. S., Near, D. and Miller, R. R. (1996). Machiavellianism: A synthesis of evolutionary and psychological literatures, Psychological Bulletin, 119, 285-299.
Yukl, G., & Tracey, J. B. (1992). Consequences of influence tactics used with subordinates, peers, and the boss. Journal of Applied Psychology, 77(4), 525-535.