研究生: |
黃美森 WARISA KRONGBOONYING |
---|---|
論文名稱: |
The Moderating Effect of Perceived Supervisor Support on the Relationship between Organizational Politics and Job Satisfaction The Moderating Effect of Perceived Supervisor Support on the Relationship between Organizational Politics and Job Satisfaction |
指導教授: |
林怡君
Lin, Yi-Chun |
學位類別: |
碩士 Master |
系所名稱: |
國際人力資源發展研究所 Graduate Institute of International Human Resource Developmemt |
論文出版年: | 2015 |
畢業學年度: | 103 |
語文別: | 英文 |
論文頁數: | 62 |
中文關鍵詞: | Organizational politics 、Job satisfaction 、Perceived supervisor support 、Aviation industry 、First-lined customer representative |
英文關鍵詞: | Organizational politics, Job satisfaction, Perceived supervisor support, Aviation industry, First-lined customer representative |
論文種類: | 學術論文 |
相關次數: | 點閱:117 下載:24 |
分享至: |
查詢本校圖書館目錄 查詢臺灣博碩士論文知識加值系統 勘誤回報 |
Many of the researches and practices of Human Resource Development (HRD) draws directly on an organizational behavior, aiming to explain how people within an organization runs the management structure as well as what are the essences that combines together as the elements driving the organization forward. Recognizing the contextual nature of organizational politics is not a new idea. This issue is mostly perceived by the majority as a bad influencing factor in the work environment. Regardless of the expansive number of studies that analyze the antecedents of organizational politics, broadly is known about its association with the level of job satisfaction. On the other hand, genuinely little is realized that perceived supervisor support (PSS) is able to direct the relationship of those two components to a positive course. Thus, this study aimed to inspect the organizational politics as a negative impact on the level of job satisfaction among first-lined customer representative employees, particularly in the aviation industry. This study also examined further if the perceived supervisor support (PSS) helps weakening the relationship state of those two variables. This study was directed with the quantitative research design while the convenient sampling of 300 full-time employees were chosen from 3 initially job positions based at Suvarnnabhumi Airport in Bangkok, Thailand. The result found that organizational politics had a negative impact on the job satisfaction while perceived supervisor support did not have a moderating effect on the relationship of those two variables.
Many of the researches and practices of Human Resource Development (HRD) draws directly on an organizational behavior, aiming to explain how people within an organization runs the management structure as well as what are the essences that combines together as the elements driving the organization forward. Recognizing the contextual nature of organizational politics is not a new idea. This issue is mostly perceived by the majority as a bad influencing factor in the work environment. Regardless of the expansive number of studies that analyze the antecedents of organizational politics, broadly is known about its association with the level of job satisfaction. On the other hand, genuinely little is realized that perceived supervisor support (PSS) is able to direct the relationship of those two components to a positive course. Thus, this study aimed to inspect the organizational politics as a negative impact on the level of job satisfaction among first-lined customer representative employees, particularly in the aviation industry. This study also examined further if the perceived supervisor support (PSS) helps weakening the relationship state of those two variables. This study was directed with the quantitative research design while the convenient sampling of 300 full-time employees were chosen from 3 initially job positions based at Suvarnnabhumi Airport in Bangkok, Thailand. The result found that organizational politics had a negative impact on the job satisfaction while perceived supervisor support did not have a moderating effect on the relationship of those two variables.
Allen, R. W., & Porter, L. W. (1983). Organizational influence processes. Glenview, IL:
Scott, Foresman.
Andrews, M., & Kacmar, K. M. (2001). Discriminating among organizational politics,
justice, and support. Journal of Organizational Behavior, 22(4), 347-366.
Arnett, D. B., Laverie, D. A., & McLane, C. (2002). Using job satisfaction and pride as
internal-marketing tools. Cornell Hotel and Restaurant Administration Quarterly, 43(2), 87-96.
Aryee, S., Chen, Z. X., & Budhwar, P. S. (2004). Exchange fairness and employee
performance: An examination of the relationship between organizational politics and
procedural justice. Organizational Behavior and Human Decision Process, 94(1),
1-14.
Ashkanasy, N. M., & Daus, C. S. (2002). Emotion in the workplace: The new challenge for
managers. Academy of Management Executive, 16(1), 76-86.
Babin, B. J., & Boles, J. S. (1996). The effects of perceived co-worker involvement and
supervisor support on service provider role stress, performance and job satisfaction. Journal of Retailing, 72(1), 57-75.
Bass, B. M., & Bass, R. (2008). The Bass handbook of leadership: Theory, research, and
applications. New York: The Free Press.
Bentler, P. M. (1990). Comparative fit indexes in structural models. Psychological Bulletin,
107(2), 238-46.
Butcher, D., & Clarke, M. (2002). Organizational politics: The cornerstone for organizational
democracy. Organizational Dynamics, 31(1), 35-46.
Cohen, A., & Vigoda, E. (1999). Politics and the workplace: An empirical examination of the
relationship between political behavior and work outcomes. Public Productivity & Management Review, 22(3), 389-406.
Cole, M. S., Bruch, H., & Vogel, B. (2006). Emotion as mediators of the relations between
perceived supervisor support and psychological hardiness on employee cynicism. Journal of Organizational Behavior, 27(4), 463-484.
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(2), 159-180.
Cho, J. E., Choi, H. C., & Lee, W. J. (2014). An empirical investigation of the relationship
between role stressors, emotional exhaustion, and turnover intention in the airline industry. Asia Pacific Journal of Tourism Research, 19(9), 1023-1043.
Dasborough, M. T., & Ashkanasy, N. M. (2002). Emotion and attribution of intentionality in
leader-member relationships. The Leadership Quarterly, 13(5), 615-635.
Deconinck, J. B. (2010). The effect of organizational justice, perceived organizational
support, and perceived supervisor support on marketing employees’ level of trust. Journal of Business Research, 63(12), 1349-1355.
Dormann, C., & Zapf, D. (2001). Job satisfaction: A meta-analysis of stabilities. Journal of
Organizational Behavior, 22(5), 483-504.
Douglas, S. C., Kiewitz, C., Martinko, M. J., Harvey, P., Kim, Y., & Chun, J. U. (2008).
Cognitions, emotions, and evaluations: An elaboration likelihood model for
workplace aggression. The Academy of Management Review, 33(2), 425-451.
Drory, A., & Romm, T. (1990). The definition of organizational politics: A review. Human
Relations, 43(11), 1133-1154.
Drory, A., & Vigoda-Gadot, E. (2010). Organizational politics and human resource
management: A typology and the Israeli experience. Human Resource Management
Review, 20(3), 194-202.
Dweck, C. S. (1999). Self-theories: Their role in motivation, personality, and development.
Ann Arbor, MI: Psychology Press, Taylor & Francis Group.
Dubrin, A. J. (1978). Human relations: A job-oriented approach. New York: Reston
Publishing Co.
Eagly, A. H., & Chaiken, S. (1993). The psychology of attitudes. Fort Worth, TX: Harcourt
Brace Jovanovich.
Edmondson, D. R., & Boyer, S. L. (2013). The moderating effect of the boundary spanning
role on perceived supervisory support: A meta-analytic review. Journal of Business Research, 66(11), 2186-2192.
Eisenberger, R., Huntington, R., Hungtington, S., & Sowa, D. (1986). Perceived
organizational support. Journal of Applied Psychology, 71(3), 500-507.
Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. L., & Rhoades, L. (2002).
Perceived supervisor support: Contributions to perceived organizational support and employee retention. Journal of Applied Psychology, 87(3), 565-573.
Ellen III, B. P., Ferris, G. R., & Buckley, M. R. (2013). Leader political support:
Reconsidering leader political behavior. The Leadership Quarterly, 24(6), 842-857.
Farkas, A. J., & Tetrick, L. E. (1989). A three-wave longitudinal analysis of the causal
ordering of satisfaction and commitment on turnover decisions. Journal of Applied
Psychology, 74(6), 855-868.
Farrell, D., & Peterson, J. C. (1982). Patterns of political behavior in organizations. The
Academy of Management Review, 7(3), 403-412.
Ferris, G. R., Brand, J. F., Brand, S., Rowland, K. M., Gilmore, D. C., Kacmar, K. M., &
Burton, C. A. (1993). Politics and control organizations. In E. J. Lawler, B. Markovsky, J. O’Brian & K. Heimer (Eds.), Advances in group processes (pp. 83-111). Greenwich, CT: JAI Press.
Ferris, G. R., Frink, D. D., Galang, M. C., Zhou, M. C., Kacmar, K. M., & Howard, J. L.
(1996). Perceptions of organizational politics: Prediction, stress-related implications, and outcomes. Human Relations, 49(2), 233-265.
Ferris, G. R., Frink, D. D., Gilmore, D. C., & Kacmar, K. M. (1994). Understanding as an
antidote for the dysfunctional consequences of organizational politics as a stressor.
Journal of Applied Social Psychology, 24(13), 1204-1220.
Ferris, G. R., & Kacmer, K. M. (1992). Perceptions of organizational politics. Journal of
Management, 18(1), 93-116.
Ferris, G. R., Russ, G. S., & Fandt, P. M. (1989). Politics in organizations. In R. A. Giacalone
& P. Rosenfeld (Eds.), Impression management in the organization (pp. 140-170). Hillsdale, NJ: Lawrence Erlbaum.
Field, A. (2005). Discovering statistics using SPSS. (2nd ed.). London: Sage
Fisher, C. D. (2000). Mood and emotions while working: Missing pieces of job satisfaction?.
Journal of Organizational Behavior Special Issue: Emotions in Organization, 21(2), 185-202.
Fisher, C. D. (2002). Antecedents and consequences of real-time affective reactions at work.
Motivation and Emotion, 26(1), 3-30.
Gandz, J., & Murray, V. V. (1980). The experience of workplace politics. The Academy of
Management Review, 23(2), 237-251.
Grandey, A. A. (2003). When “the show must go on”: Surface acting and deep acting as
determinants of emotional exhaustion and peer-rated service delivery. The Academy of Management Review, 46(1), 86-96.
Gregersen, B. (1993). Multiple commitments at work and extra role behavior during three
states of organizational tenure. Journal of Business Research, 26(1), 31-47.
Griffin, M. A., Patterson, M. G., & West, M. A. (2001). Job satisfaction and teamwork: The
role of supervisor support. Journal of Organizational Behavior, 22(5), 537-550.
Harrell-Cook, G., Ferris, G. R., & Dulebohn, J. H. (1999). Political behaviors as moderators
of the perceptions of organizational politics-work outcomes relationships. Journal of
Organizational Behavior, 20(7), 1093-1105.
Hechanova, R., Beehr, T. A., & Christiansen, N. D. (2003). Antecedents and consequences of
employees’ adjustment to overseas assignment: A meta-analytic review. Applied Psychology: An International Review, 52(2), 213-236.
Hochwarter, W. A. (2012). The positive side of organizational politics. In G. R. Ferris & D.
C. Treadway (Eds.), Politics in organizations: Theory and research considerations (pp. 27-65). New York: Routledge/Taylor and Francis.
Hochwarter, W. A., Kacmar, C., Perrewé, P. L., & Johnson, D. (2003). Perceived
Organizational support as a mediator of the relationship between politics perceptions
and work outcomes. Journal of Vocational Behavior, 63(3), 438-456.
Huang, X., & Van de Vliert, E. (2003). Where intrinsic job satisfaction fails to work:
National moderators of intrinsic motivation. Journal of Organizational Behavior, 24(2), 159-179.
Humphrey, R. H. (2002). The many faces of emotional leadership. The Leadership Quarterly,
13(5), 493-504.
Janssen, O., & Van Yperen, N. W. (2004). Employees’ goal orientations, the quality of
leader-member exchange, and the outcomes of job performance and job satisfaction. Academy of Management Journal, 47(3), 368-384.
Jöreskog, K. G., & Sörbom, D. (1989). Lisrel 7: A guide to the program and applications.
(2nd ed.). Chicago, Illinois: SPSS Inc.
Kacmar, K. M., Bozeman, D. P., Carlson, D. S., & Anthony, W. P. (1999). An examination
of the perceptions of organizational politics model: Replication and extension. Human Relations, 52(3), 383-416.
Kacmar, K. M., & Carlson, D. S. (1997). Further validation of the perceptions of political
sclae (POPS): A multiple sample investigation. Journal of Management, 23(5), 627-658.
Kacmar, K. M., & Ferris, G. R. (1991). Perceptions of organizational politics scale (POPS):
Development and construct validation. Educational and Psychological Measurement, 51(1), 193-205.
Kimura, T. (2013). The moderating effects of political skill and leader-member exchange on
the relationship between organizational politics and affective commitment. Journal of Business Ethics, 116(3), 587-599.
Kottke, J. L., & Sharafinski, C. E. (1988). Measuring perceived supervisory and
organizational support. Educational and Psychological Measurement, 48(1), 1075-1079.
Kumar, P., & Ghadially, R. (1989). Organizational politics and its effects on members of
organizations. Human Relations, 42(4), 305-314.
McColl-Kennedy, J. R., & Anderson, R. D. (2002). Impact of leadership style and emotions
on subordinate performance. The Leadership Quarterly, 13(5), 545-559.
Milbrath, L. W. (1965). Political participation. Chicago: Rand McNally.
Mintzberg, H. (1983). Power in and around organizations. Englewood Cliffs, NJ: Prentice-
Hall.
Mintzberg, H. (1985). The organization as political arena. Journal of Management, 22(2),
133-154.
Nunnally, J. C. (1978). Psychometric theory. (2nd ed.). New York: McGraw-Hill.
Perdue, S. V., & Reardon, R. C., & Peterson, G. W. (2007). Person-environment congruence,
self-efficacy and environmental identity in relation to job satisfaction: A career decision theory perspective. Journal of Employment Counseling, 44(1), 29-39.
Pescosolido, A. T. (2002). Emergent leaders as managers of group emotion. The Leadership
Quarterly, 13(5), 583-599.
Peterson, S. A. (1990). Political behavior. Newbury Park, CA: Sage.
Randall, M. L., Cropanzano, R., Bormann, C. A., & Birjulin, A. (1999). Organizational
politics and organizational support as predictors of work attitudes, job performance, and organizational citizenship behavior. Journal of Organizational Behavior, 20(2), 159-174.
Robins, S. P., & Judge, T. A. (2013). Organizational behaviour. San Diego: Pearson Higher
Ed.
Rusbult, C. E., & Farrell, D. (1983). A longitudinal test of the investment model: The impact
on job satisfaction, job commitment, and turnover of variations in rewards, costs, alternatives, and investments. Journal of Applied Psychology, 68(3), 429-438.
Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: A review of the
literature. Journal of Applied Psychology, 87(4), 698-714.
Rothman, S., & Coetzer, E. P. (2002). The relationship between personality dimensions and
job satisfaction. Business Dynamics, 11(1), 29-42.
Sagie, A., & Koslowsky, M. (1994). Organizational attitudes and behaviors as a function of
participation in strategic and tactical change decisions: An application of path-goal theory. Journal of Oraganizational Behavior, 15(1), 37-47.
Shanock, L. R., & Eisenberger, R. (2006). When supervisors feel supported: Relationships
with subordinates’ perceived supervisor support, perceived organizational support, and performance. Journal of Applied Psychology, 91(3), 689-695.
Sieber, S. D. (1974). Toward a theory of role accumulation. American Sociological Review,
39(1), 567-578.
Stamper, C. L. & Masterson, S. S. (2002). Insider or outsider? How employee perceptions of
insider status affect their work behavior. Journal of Organizational Behavior, 23(8),
875-894.
Steiger, J. H. (1990), Structural model evaluation and modification: An interval estimation
approach. Multivariate Behavioral Research, 25(2), 173-180.
Stinglhamber, F., & Vandenberghe, C. (2003). Organizations and supervisors as sources of
support and targets of commitment: A longitudinal study. Journal of Organizational Behavior, 24(3), 251-270.
Stinglhamber, F., & Vandenberghe, C. (2004). Favorable job conditions and perceived
support: The role of organizations and supervisors. Journal of Applied Social Psychology, 34(7), 1470-1493.
Tutuncu, O., & Kozak, M. (2007). An investigation of factors affecting job satisfaction.
International Journal of Hospitality and Tourism Administration, 8(1), 1-19.
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.
Vigoda, E. (2000). Organizational politics, job attitudes, and work outcomes: Exploration and
implications for the public sector. Journal of Vocational Behavior, 57(3), 326-347.
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(5), 571-591.
Vigoda-Gadot, E., & Meisler, G. (2010). Emotions in management and the management of
emotions: The impact of emotional intelligence and organizational politics on public sector employee. Public Administration Review, 70(1), 72-86.
Vigoda-Gadot, E., Vinarski-Peretz, H., & Ben-Zion, E. (2003). Politics and image in the
organizational landscape: An empirical examination among public sector employees. Journal of Managerial Psychology, 18(8), 764-787.
Weiss, H. M., Cropanzano, R. (1996). Affective events theory: A theoretical discussion of the
structure, causes and consequences of affective experiences at work. Research in Personnel and Human Resource Management, 18(1), 1-74.
Weiss, D. J., Dawis, R. V., England, G. W., & Lofquist, L. H. (1967). Manual for the
Minnesota satisfaction questionnaire: Minnesota studies in vocational rehabilitation: XXII. Minneapolis: Work Adjustment Project, Industrial Relations Center, University of Minnesota.
Witt, L. A., Andrews, M. C., & Kacmar, K. M. (2000). The role of participation in decision-
making in the organizational politics-job satisfaction relationship. Human Relations, 53(3), 341-358.
Wong, C. S., & Law, L. S. (2002). The effects of leader and follower emotional intelligence
on performance and attitude: An exploratory study. The Leadership Quarterly, 13(3), 243-274.
Zikmund, W.G. (2003). Business research methods. (7th ed.). Mason, OH: South-Western.
Zivnuska, S., Kacmar, K. M., Witt, L. A., Carlson, D. S., & Bratton, V. K. (2004). Interactive
effects of impression management and organizational politics on job performance. Journal of Organizational Behavior, 25(5), 627-640.