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Abstract
Studies on organisational politics have identified a number of antecedents of perception of organisational politics. One variable that has generated some interest as an antecdent of perception of organisational politics is justice. However, there have been limited studies of this relationship. This paper posits that the lack of justice can create a perception of organisational politics. It is argued that the lack of justice undermines trust and subsequently leads to political behaviour. This study examines how justice is related to other antecedents of perception of organisational politics and how this relationship affects intention to quit. Using data from a firm in a turnaround process, this study found evidence to support the hypotheses proposed.
The workplace is a social market place where individuals engage in transactions to obtain favourable returns (Aryee, Chen and Budhwar, 2004). It is not merely a rational model of economic activities but is also a place where political activity and conflict takes place (Horton, 2003). The constraints of bounded rationality and imperfect information limits the ability of organisations to develop a complete set of rules and procedures to guide and govern employee actions and behaviour. Thus, individuals often find themselves having to rely on informal and unsanctioned means in making decisions. This opens the opportunity for individuals to engage in political behaviour.
One element that contributes towards political activity in organisations is uncertainty. Zanzi and O'Nedl (2001) argue that uncertainty leads to considerable ambiguity in organisations. As a result, formal rules and procedure are no longer adequate to guide and manage work behaviour. Compounding this situation is the fact that organisations operate under conditions of resource constraints. Individuals sometimes find themselves having to rely on informal and unsanctioned means to advance their goals. This reliance on informal and unsanctioned behaviour constitutes political behaviour. As such, Peled (2000) argues that because of this modern managers also need to develop political skills.
Defining Organisational Politics
Zanzi and O'Nedl's (2001) review of the literature shows that definitions of organisational politics fall into two broad categories. The first sees organisational politics as negative and involves self-serving and unsanctioned behaviour. Such behaviours are said to be divisive, illegitimate, and dysfunctional and can produce conflict (Gilmore et al, 1996). The second view sees politics in...