Effects of perceived organizational support and perceived organizational politics on organizational performance: Mediating role of differential treatment

被引：17

作者：

Jeong, Yejee ^{[1
]}

Kim, Moonjoo ^{[2
]}

机构：

[1] Yuhan Univ, Interdisciplinary Studies, Bucheon Si, Gyeonggi Do, South Korea

[2] Ewha Womans Univ, Ewha Sch Business, Seoul 04070, South Korea

来源：

ASIA PACIFIC MANAGEMENT REVIEW | 2022年 / 27卷 / 03期

关键词：

Differential treatment; Organizational performance; Perceived organizational politics; Perceived organizational support; South Korean firms; POSITIVE EMOTIONS; JOB-PERFORMANCE; ETHNIC-IDENTITY; WORK ATTITUDES; PERCEPTIONS; DISCRIMINATION; COMMITMENT; DIVERSITY; CONTEXT; MODEL;

D O I：

10.1016/j.apmrv.2021.08.002

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

This study empirically analyzed the mediating role of differential treatment in the effect of perceived organizational support and perceived organizational politics on organizational performance using 1206 employees at 67 corporates, including seven representative corporates in South Korea. Differential treatment was found to be mediated by perceived organizational support and perceived organizational politics in Korean corporates, showing collectivism tendency and acting closely to people with different background. Organizational performance was found to be directly influenced by perceived organizational support and perceived organizational politics with differential treatment as a complete mediator. Implications of our study result for Korean corporates and their hands-on workers are discussed in detail. (c) 2021 The Authors. Published by Elsevier B.V. on behalf of College of Management, National Cheng Kung University.

引用

页码：190 / 199

页数：10

共 92 条

[21] The influence of positive affect on the components of expectancy motivation [J].

Erez, A ;

Isen, AM .

JOURNAL OF APPLIED PSYCHOLOGY, 2002, 87 (06) :1055-1067

[22] Organizational supports and organizational deviance: The mediating role of organization-based self-esteem [J].

Ferris, D. Lance ;

Brown, Douglas J. ;

Heller, Daniel .

ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES, 2009, 108 (02) :279-286

[23]

Ferris G.R., 1989, Impression management in the organization, P143

[24] PERCEPTIONS OF ORGANIZATIONAL POLITICS [J].

FERRIS, GR ;

KACMAR, KM .

JOURNAL OF MANAGEMENT, 1992, 18 (01) :93-116

[25] MYTHS AND POLITICS IN ORGANIZATIONAL CONTEXTS [J].

FERRIS, GR ;

FEDOR, DB ;

CHACHERE, G ;

PONDY, LR .

GROUP & ORGANIZATION STUDIES, 1989, 14 (01) :83-103

[26]

Fiske ST, 1999, DUAL-PROCESS THEORIES IN SOCIAL PSYCHOLOGY, P231

[27] Positive emotions broaden the scope of attention and thought-action repertoires [J].

Fredrickson, BL ;

Branigan, C .

COGNITION & EMOTION, 2005, 19 (03) :313-332

[28] The role of positive emotions in positive psychology - The broaden-and-build theory of positive emotions [J].

Fredrickson, BL .

AMERICAN PSYCHOLOGIST, 2001, 56 (03) :218-226

[29] Factor structure and short form of the Miville-Guzman universality-diversity scale [J].

Fuertes, JN ;

Miville, ML ;

Mohr, JJ ;

Sedlacek, WE ;

Gretchen, D .

MEASUREMENT AND EVALUATION IN COUNSELING AND DEVELOPMENT, 2000, 33 (03) :157-169

[30] THE NORM OF RECIPROCITY - A PRELIMINARY STATEMENT [J].

GOULDNER, AW .

AMERICAN SOCIOLOGICAL REVIEW, 1960, 25 (02) :161-178

← 1 2 3 4 5 6 7 8 9 10 →