Perception of organizational politics and employee performance: Antidotal role of impression management

Ganesh Bhattarai

doi:http://dx.doi.org/10.21511/ppm.19(1).2021.09

Perception of organizational politics and employee performance: Antidotal role of impression management

Received August 18, 2020;

Accepted January 27, 2021;

Published February 3, 2021
Author(s)

Link to ORCID Index: https://orcid.org/0000-0001-9163-5172

Ganesh Bhattarai
DOI
http://dx.doi.org/10.21511/ppm.19(1).2021.09
Article Info
Volume 19 2021, Issue #1, pp. 103-115
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The perception of organizational politics seriously affects working people, and it is an unavoidable detrimental aspect of an organization. Prior studies are focused on the detrimental consequences of perceived organizational politics and not paid attention to its remedial actions. Therefore, proper intervention as a corrective action for the harmful effect of organizational politics perception was essential. Hence, this study was motivated to know: (a) the effect of the perception of organizational politics on employees’ performance, and (b) the mitigating role of impression management (self-promotion and ingratiation) for the detrimental effect of perception of organizational politics on work performance. Perceptual cross-sectional data was taken from 725 employees working in Nepalese banks. Quantitative data analysis revealed that perception of organizational politics has a detrimental impact on employee performance; impression management (self-promotion and ingratiation) worked as an antidote for such effects. The study’s unique findings were a different form of association of perception of organizational politics with work performance under the different situations of impression management (self-promotion and ingratiation). Moreover, those employees were less suffered from the perceived organizational politics who were good in impression management (self-promotion and ingratiation). Impression management (self-promotion and ingratiation) is controlled, as an antidote, comparatively more effectively for the high poli-tics perceiver than the low perceiver. Numbers of theoretical and practical implications are suggested to cure perceived organizational politics’ detrimental outcomes on employee performance.

Acknowledgment
This article is a part of the PhD research work that was funded by the University Grants Commission of Nepal (award number: PhD/73-74/Mgmt/04).

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Keywords
ingratiation, moderating role, Nepalese context, organizational politics, self-promotion
JEL Classification (Paper profile tab)
M10, M12, M16
References
47
Tables
1
Figures
2

- Figure 1. Interactive effect of perception of organizational politics and self-promotion on work performance
- Figure 2. Interactive effect of perception of organizational politics and ingratiation on work performance

- Table 1. Regression result testing direct and moderating effects: association of perception of organizational politics, self-promotion, and ingratiation with work performance

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- Conceptualization
  Ganesh Bhattarai
- Data curation
  Ganesh Bhattarai
- Formal Analysis
  Ganesh Bhattarai
- Funding acquisition
  Ganesh Bhattarai
- Investigation
  Ganesh Bhattarai
- Methodology
  Ganesh Bhattarai
- Project administration
  Ganesh Bhattarai
- Resources
  Ganesh Bhattarai
- Software
  Ganesh Bhattarai
- Supervision
  Ganesh Bhattarai
- Validation
  Ganesh Bhattarai
- Visualization
  Ganesh Bhattarai
- Writing – original draft
  Ganesh Bhattarai
- Writing – review & editing
  Ganesh Bhattarai

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