Impact of organizational politics on proactive behavior of government employees: the moderating role of self-efficacy

  • Received December 18, 2019;
    Accepted March 27, 2020;
    Published April 3, 2020
  • Author(s)
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  • Article Info
    Volume 18 2020, Issue #1, pp. 385-393
  • Cited by
    4 articles

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This work is licensed under a Creative Commons Attribution 4.0 International License

In today’s organizational environment, human resources are seen to be one of the most crucial assets that must be maintained, particularly the existence of employees’ proactive behavior, which is needed for the sustainability of organizational performance. One factor, which may affect the employees’ proactive behavior, is organizational politics. Therefore, the main objective of this study is to investigate the effect of organizational politics on proactive behavior of government employees and to test further whether this effect was moderated by self-efficacy. This study used a quantitative approach with an exploratory method to answer the proposed hypothesis. The samples were 310 local government employees in Bandung district, Cimahi City, Bandung City, and West Bandung Regency, Indonesia. For processing the data and testing the hypotheses, this research employed Moderated Regression Analysis by using STATA 13. The results showed that organizational politics has a negative effect on the proactive behavior of government employees, and the moderation effect of self-efficacy can weaken the negative relationship between organizational politics and proactive behavior. The study, therefore, makes a valuable contribution regarding the additional evidence to the organization within this field.

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    • Figure 1. Conceptual model
    • Table 1. Results of validity and reliability tests
    • Table 2. Results of Moderated Regression Analysis