year 6, Issue 2 (Summer 2018)
Ann Appl Sport Sci 2018, 6(2): 95-104 |
Back to browse issues page
Download citation:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
Mokhtari R, Safania A M, Poursoltan Zarandi H. The Factors Affecting the Formation of Political Behavior in Iranian Sport Ministry and Federations. Ann Appl Sport Sci 2018; 6 (2) :95-104
URL: http://aassjournal.com/article-1-517-en.html
URL: http://aassjournal.com/article-1-517-en.html
1- Department of Physical Education, College of Human Sciences, Islamic Azad University, Khalkhal, Iran , robab_mokhtari@yahoo.com
2- Science and Research Branch, Islamic Azad University, Tehran, Iran
3- Facutly of Member, Payame Noor University, Alborz, Iran
2- Science and Research Branch, Islamic Azad University, Tehran, Iran
3- Facutly of Member, Payame Noor University, Alborz, Iran
Abstract: (10665 Views)
Background. When asked about employees' political behavior in the workplace, they often see it as signs of good behavior and see it as an ugly act that achieves personal goals at the expense of others, and May be harmful to the goals of the organization or individuals.
Objectives. This study aimed to test a model of factors affecting political behavior in the sports industry. In the study, other objectives such as the moderating role of political skills and will, as well as the mediating role of the perception of organizational politics are discussed.
Methods. The sample size of the present research is 705 people which are employees of the Ministry of Sport and federations (of football, volleyball, handball, basketball, weight-lifting, wrestling, taekwondo, veterans and disabled). These were selected by simple random sampling and a questionnaire was used to evaluate the variables under study.
Results. The results did not show significant direct relationship between inter-organizational factors and show that perception of organizational politics mediated the relationship between inter-organizational factors and political behavior. The results showed that political skills and will, played the role of the moderator of organizational factors with political behavior.
Conclusion. Politics is a fact of life in the organizations. Those who are not able to observe their political behavior cannot understand the fact that organization is a political system. Thus, the organizations should lead to the politicization and managers should make necessary attempts towards reaching organizational goals which is important.
Objectives. This study aimed to test a model of factors affecting political behavior in the sports industry. In the study, other objectives such as the moderating role of political skills and will, as well as the mediating role of the perception of organizational politics are discussed.
Methods. The sample size of the present research is 705 people which are employees of the Ministry of Sport and federations (of football, volleyball, handball, basketball, weight-lifting, wrestling, taekwondo, veterans and disabled). These were selected by simple random sampling and a questionnaire was used to evaluate the variables under study.
Results. The results did not show significant direct relationship between inter-organizational factors and show that perception of organizational politics mediated the relationship between inter-organizational factors and political behavior. The results showed that political skills and will, played the role of the moderator of organizational factors with political behavior.
Conclusion. Politics is a fact of life in the organizations. Those who are not able to observe their political behavior cannot understand the fact that organization is a political system. Thus, the organizations should lead to the politicization and managers should make necessary attempts towards reaching organizational goals which is important.
Keywords: Internal Organizational Factors, Political Behavior, Political Skills, Political Will, Sport Federations
Full-Text [PDF 729 kb]
(4118 Downloads)
APPLICABLE REMARKS
APPLICABLE REMARKS
• Holding internship sessions, executive coaching, and leadership books for those seeking to acquire skills in order to increase political skill, political will and perception of the organizational policy is suggested.
• Managers should evaluate individuals' performance in the context of transparent objective criteria, and evaluate and promote staff as much as possible on their competency.
• In the field of political behavior management, it is suggested that organization should clarify the foundations in the assessment process. In a rewarding system, those who have high or poor performance should be distinguished.
• It is suggested that students and researchers should investigate this research in the private sector and in other organizations such as services, etc. Also, it is suggested that other factors affecting the political behavior including extra-organizational factors, national culture, etc, should be investigated.
• Managers should evaluate individuals' performance in the context of transparent objective criteria, and evaluate and promote staff as much as possible on their competency.
• In the field of political behavior management, it is suggested that organization should clarify the foundations in the assessment process. In a rewarding system, those who have high or poor performance should be distinguished.
• It is suggested that students and researchers should investigate this research in the private sector and in other organizations such as services, etc. Also, it is suggested that other factors affecting the political behavior including extra-organizational factors, national culture, etc, should be investigated.
Type of Study: Original Article |
Subject:
Sport Psychology and its Related Branches
Received: 2017/05/8 | Accepted: 2017/08/5
Received: 2017/05/8 | Accepted: 2017/08/5
References
1. Jun L, Guang-tao Y, Gang L, editors. A moderation model of political behavior. International Conference on Management Science and Engineering (ICMSE); 2009; Moscow, Russia: Institute of Electrical and Electronics Engineers (IEEE).
2. Aryee S, Chen ZX, Budhwar PS. Exchange fairness and employee performance: An examination of the relationship between organizational politics and procedural justice. Organizational Behavior and Human Decision Processes. 2004;94(1):1-14. [DOI:10.1016/j.obhdp.2004.03.002]
3. Eran VG, Hedva VP, Eyal BZ. Politics and image in the organizational landscape: An empirical examination among public sector employees. Journal of Managerial Psychology. 2003;18(8):764-87. [DOI:10.1108/02683940310511872]
4. M.L. PJ. Situational antecedents and outcomes of organizational politics perceptions. Journal of Managerial Psychology. 2003;18(2):138-55. [DOI:10.1108/02683940310465036]
5. Miller BK, Byrne ZS, Rutherford MA, Hansen AM. Perceptions of Organizational Politics: A Demonstration of the Reliability Generalization Technique. Journal of Managerial Issues. 2009;21(2):280-300.
6. Valle M, Perrewe PL. Do Politics Perceptions Relate to Political Behaviors? Tests of an Implicit Assumption and Expanded Model. Human Relations. 2000;53(3):359-86. [DOI:10.1177/0018726700533004]
7. Andrews MC, Witt LA, Michele Kacmar K. The interactive effects of organizational politics and exchange ideology on manager ratings of retention. Journal of Vocational Behavior. 2003;62(2):357-69. [DOI:10.1016/S0001-8791(02)00014-3]
8. Muhammad AH. Antecedents of organizational politics perceptions in Kuwait business organizations. Competitiveness Review. 2007;17(4):234-47. [DOI:10.1108/10595420710844325]
9. Ferris GR, Perrewé PL, Daniels SR, Lawong D, Holmes JJ. Social Influence and Politics in Organizational Research:What We Know and What We Need to Know. Journal of Leadership & Organizational Studies. 2017;24(1):5-19. [DOI:10.1177/1548051816656003]
10. Tatarka CJ. The perceptions of organizational politics in the national guard: Northcentral University; 2009.
11. Treadway DC, Hochwarter WA, Kacmar CJ, Ferris GR. Political will, political skill, and political behavior. Journal of Organizational Behavior. 2005;26(3):229-45. [DOI:10.1002/job.310]
12. Gotsis G, Kortezi Z. Bounded self‐interest: a basis for constructive organizational politics. Management Research Review. 2011;34(4):450-76. [DOI:10.1108/01409171111117889]
13. Sowmya KR, Panchanatham N. Organizational Politics-Behavioral Intention of Bank Employees. The Journal of Commerce. 2011;3(1):8-21.
14. Vigoda E, Cohen A. Influence tactics and perceptions of organizational politics: a longitudinal study. Journal of Business Research. 2002;55(4):311-24. [DOI:10.1016/S0148-2963(00)00134-X]
15. Kacmar KM, Bozeman DP, Carlson DS, Anthony WP. An Examination of the Perceptions of Organizational Politics Model: Replication and Extension. Human Relations. 1999;52(3):383-416.
https://doi.org/10.1177/001872679905200305 [DOI:10.1023/A:1016949222512]
16. Vigoda-Gadot E. Citizens' Perceptions of Politics and Ethics in Public Administration: A Five-Year National Study of Their Relationship to Satisfaction with Services, Trust in Governance, and Voice Orientations. Journal of Public Administration Research and Theory. 2007;17(2):285-305. [DOI:10.1093/jopart/muj018]
17. Ismail SAB, Daud ZB. The Impact of Organizational Justice on Organizational Politics at Islamic Financial Based Organization in Malaysia. International Journal of Research in Humanities and Social Studies. 2016;3(4):23-9.
18. Vigoda E. Internal Politics in Public Administration Systems:An Empirical Examination of its Relationship with Job Congruence, Organizational Citizenship Behavior, and In-Role Performance. Public Personnel Management. 2000;29(2):185-210. [DOI:10.1177/009102600002900203]
19. Ferris GR, Kacmar KM. Perceptions of Organizational Politics. Journal of Management. 1992;18(1):93-116. [DOI:10.1177/014920639201800107]
20. Drory A, Vigoda-Gadot E. Organizational politics and human resource management: A typology and the Israeli experience. Human Resource Management Review. 2010;20(3):194-202. [DOI:10.1016/j.hrmr.2009.08.005]
21. Cropanzano RR, Greenberg J. Progress in Organizational Justice: Tunneling Through the Maze. In: Cooper CL, Robertson IT, editors. International Review of Industrial and Organizational Psychology. 12: John Wiley & Sons; 1997.
22. Doldor E, Anderson D, Vinnicombe S. Refining the Concept of Political Will: A Gender Perspective. British Journal of Management. 2013;24(3):414-27. [DOI:10.1111/j.1467-8551.2012.00812.x]
23. Chang C-H, Rosen CC, Siemieniec GM, Johnson RE. Perceptions of Organizational Politics and Employee Citizenship Behaviors: Conscientiousness and Self-monitoring as Moderators. Journal of Business and Psychology. 2012;27(4):395-406. [DOI:10.1007/s10869-012-9257-6]
24. De Clercq D, Belausteguigoitia I. Mitigating the negative effect of perceived organizational politics on organizational citizenship behavior: Moderating roles of contextual and personal resources. Journal of Management & Organization. 2017;23(5):689-708. [DOI:10.1017/jmo.2017.7]
25. Gbadamosi L, Chinaka NJ, editors. Organizational politics, turnover intention and organizational commitment as predictors of employees' efficiency and effectiveness in academia. Informing Science & IT Education Conference (InSITE); 2011; Novi Sad, Serbia.
26. Ferris GR, Russ GS, Fandt PM. Politics in Organizations In: Giacalone RA, Rosenfeld P, editors. Impression Management in the Organization: Taylor & Francis; 2013. p. 472. [PMID]
27. Zibenberg A. Perceptions of Organizational Politics: A Cross-cultural Perspective. Global Business Review. 2017;18(4):849-60. [DOI:10.1177/0972150917692211]
28. Karami F, Yusefi B. Relationship between Interpersonal Trust & Political Behaviors with Conflict Resolution Style among Employees of Chosen Physical Education. Sport Management Studies. 2014;5(21):195-218 [Article in Farsi].
29. Buchanan DA. You Stab My Back, I'll Stab Yours: Management Experience and Perceptions of Organization Political Behaviour. British Journal of Management. 2008;19(1):49-64. [DOI:10.1111/j.1467-8551.2007.00533.x]
30. R. FG, Gerhard B, B. SP, Jochen K, Ingo Z, Jutta S, et al. Political skill construct and criterion‐related validation: a two‐study investigation. Journal of Managerial Psychology. 2008;23(7):744-71. [DOI:10.1108/02683940810896321]
31. Liu Y, Liu J, Wu L. Are You Willing and Able? Roles of Motivation, Power, and Politics in Career Growth. Journal of Management. 2010;36(6):1432-60. [DOI:10.1177/0149206309359810]
Send email to the article author
| Rights and permissions | |
 |
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License. |
