How and when does perceived organizational politics undermine employee performance? Examination through the lens of opportunistic silence in Indian HPDOs
International Journal of Productivity and Performance Management
ISSN: 1741-0401
Article publication date: 6 August 2024
Abstract
Purpose
The main aim of this paper is to explore the influence mechanisms of perceived organizational politics (POP) on employee performance (EP). Drawing on the job demands-resources theory (JD-R), this paper investigates opportunistic silence (OS) as a mediating factor and job level as a moderating effect in the POP-OS-performance relationship.
Design/methodology/approach
This study’s data were collected from 203 employees working in Indian high-power distance organizations (HPDOs), such as the military, police and security forces. Mediation and moderation analysis were conducted using PLS-SEM, and the moderated mediation index was calculated using Hayes PROCESS Macro.
Findings
The results indicate that OS fully mediates the POP-performance relationship – specifically, POP as a job demand activates OS, which acts as an energy/resource depleting mechanism and further deteriorates task performance. Interestingly, the overall negative influence of POP and OS on EP was stronger for employees at lower job levels than those at senior job levels.
Originality/value
This paper offers a unique set of findings that enrich the understanding of factors responsible for employees’ performance in the highly political environments of HPDOs. By using the lens of JD-R theory, this paper draws attention towards the tendency of employees to indulge in self-serving behaviours like OS in politically charged contexts which is detrimental to their performance and may also undermine overall organization’s productivity. Furthermore, this paper also highlights the conditional effects exerted by job level in the unique nexus of POP, OS and EP.
Keywords
Acknowledgements
The authors would like to thank Gaurav Kapila for his assistance during the data collection process. Further, the authors would also like to thank the Editor, Associate Editor and the anonymous reviewers for their constructive feedback and invaluable insights.
Citation
Randev, K.K., Jha, J.K. and Shukla, K. (2024), "How and when does perceived organizational politics undermine employee performance? Examination through the lens of opportunistic silence in Indian HPDOs", International Journal of Productivity and Performance Management, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/IJPPM-05-2023-0235
Publisher
:Emerald Publishing Limited
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