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Impact of Perceived Organizational Politics on Supervisory-Rated Innovative Performance and Job Stress: Evidence from Pakistan

Muhammad Abbas 1 and Usman Raja 2
1. Faculty of Management Sciences, Riphah International University, Islamabad, Pakistan
2. Faculty of Business (OBHREE), Brock University, 500 Glenridge Ave. St. Catharines, Ontario L2S 3A1 Canada
Abstract—Perceived organizational politics, as an organizational stressor, is considered as detrimental for the effective functioning of organizational members. However, previous studies have shown some mixed evidence for the effect of perceived politics on a variety of job outcomes. The current investigation examines the impact of organizational politics on job stress and innovative job performance. To test our hypotheses, we collected data from a diverse sample of employees and their supervisors (237 paired-responses) in Pakistan. Consistent with our hypothesis we found that perceived organizational politics had detrimental effects on supervisory-rated innovative job performance. Employees, who perceived high politics in their work environment, demonstrated low levels of innovative behaviors. In contrast to the findings of previous studies conducted in North America, we found that perceived politics had no effect on job stress in Pakistani environment. Based on our findings, we discuss implications for managerial practice and directions for future research.

Index Terms—perceptions of politics, job stress, supervisory-rated innovative performance

Cite: Muhammad Abbas and Usman Raja, "Impact of Perceived Organizational Politics on Supervisory-Rated Innovative Performance and Job Stress: Evidence from Pakistan," Journal of Advanced Management Science, Vol. 2, No. 2, pp. 158-162, June 2014. doi: 10.12720/joams.2.2.158-162
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