Perceptions of organizational politics: A restricted nonlinearity perspective of its effects on job satisfaction and performance

• DOI: 10.1111/apps.12347
• Publication Date: 2021-09-15T08:23:37Z
• Authors: B. Parker Ellen; Liam P. Maher; Wayne A. Hochwarter; Gerald R. Ferris; Christian Kiewitz
• Keywords: 330; 05 social sciences; 150; and Operations; perceptions of organizational politics; loyalty; Management; restricted nonlinearity; job performance; 0502 economics and business; 8. Economic growth; Business Administration; job satisfaction

Abstract This study examined a restricted nonlinearity perspective of the relationship between perceptions organizational politics (POPs) and work outcomes (i.e., job satisfaction performance), dependent upon level employee loyalty. Consistent with prior work, we conceptualized POPs as demand that can have positive effects on performance, up to certain levels, before negative are observed levels continue increase more extreme levels. Drawing transactional theory stress, then argued this would hold for loyal employees. However, hypothesized these relationships take linear form less Data analyses sample 177 financial services employees offered mixed support our hypotheses, replicating showed nonlinear, inverse‐U‐shaped satisfaction, demonstrating an inverted U‐shaped both performance employees, but not We discuss contributions research, limitations, directions future practical implications.