Professional Documents
Culture Documents
PERFORMANCE:
By
S. HARIKA
162510114
ASSISTANT PROFESSOR
KL U BUSINESS SCHOOL
KL UNIVERSITY
Vaddeswaram-522502
I take this opportunity to express my profound gratitude and deep regards to the Head of the
department of KLUBS Dr. M. KISHORE BABU for his exemplary guidance, monitoring
and constant encouragement throughout the study period. His help and guidance given by his
time to time shall carry me long way in journey of life on which I am about to embark.
Bearing in mind previous I am using this opportunity to express my deepest gratitude and
special thanks to the Ms. Jikku Kurian, ASSISTANT Professor who in spite of being
extraordinarily busy with her duties, took time out to hear, guide and keep me on the correct
path and allowing me to carry out my project at their esteemed organization and extending
during the training.
I am highly indebted to Prof. Dr. A.V.N. Murty,Professor ,klu business school who in spite of
being extraordinarily busy with his duties, took time out to hear, guide and keep me on the
correct path and allowing me to carry out my project at their esteemed organization and
extending during the training.
I would like to express my gratitude to My Parents and whole Friends for their kind co-
operation and encouragement which help me in completion of this project.
I perceive as this opportunity as a big milestone in my career development. I will strive to use
gained skills and knowledge in the best possible way, and I will continue to work on their
improvement, in order to attain desired career.
DECLARATION
S.Harika
162510114
CHAPTER PAGE
NO.
List of figures i
List of table’s ii
Abstract iii
CHAPTER 1: INTRODUCTION 1
The purpose of this study was to explore the influence that organizational politics has on
employee performance in Andhra Pradesh. The target population of the study is all the
employees in AP. The research methodology used to obtain answers to the questions was a
descriptive study with mixed methods; Quantitative and Qualitative approach. The
findings of the study confirmed that indeed transformational leadership style characterized
ideas, teamwork is what the organization’s employees highly regard. It was also evident
territory goals for instance meeting and surpassing targets is was much appreciated with
trainings through accompaniments and line manager support coming out as very much
critical towards employee performance. Laissez-faire style of support also got support
inferring that Territory managers like autonomy and empowerment to make decisions
without coercion. This means that employee performance is stems from his/her ability to
make decisions and be in charge of his/her duties/responsibilities. The result of the study is
employee performance.
INTRODUCTION
Organizational Politics
MEANING:
targeted objectives (Brandon & Seldman, 2004; Hochwarter, Witt, & Kacmar, 2000).
Politics has been around for millennia. Aristotle wrote that politics stems from a
diversity of interests, and those competing interests must be resolved in some way.
“Rational” decision making alone may not work when interests are fundamentally
shifting power bases. Effective politics isn’t about winning at all costs but about
negatively, organizational politics are not inherently bad. Instead, it’s important to
minimize their negative effect. Of course, individuals within organizations can waste
Magazine found that managers waste 20% of their time managing politics. However,
as John Kotter wrote in Power and Influence, “Without political awareness and skill,
some way. Individuals and groups within the organization may disagree about how
those resources should be allocated, so they may naturally seek to gain those
resources for themselves or for their interest groups, which gives rise to
reported that workplace politics exist in their organization, and 70% felt that in order
to be successful, a person has to engage in politics (Gandz & Murray, 1980). In the
negative light, saying that someone is “political” generally stirs up images of back-
behaviour that is not sanctioned by the organization (Ferris et al., 1996; Valle &
Perrewe, 2000; Harris, James, & Boonthanom, 2005; Randall et al., 1999).
to get approval for a special project, going through improper channels to obtain
special favours, or lobbying high-level managers just before they make a promotion
decision. These types of actions undermine fairness in the organization, because not
everyone engages in politicking to meet their own objectives. Those who follow
proper procedures often feel jealous and resentful because they perceive unfair
Researchers have found that if employees think their organization is overly driven
by politics, the employees are less committed to the organization (Maslyn & Fedor,
1998; Nye & Wit, 1993), have lower job satisfaction (Ferris et al., 1996; Hochwarter et
al., Kacmar et al., 1999), perform worse on the job (Anderson, 1994), have higher
levels of job anxiety (Ferris et al., 1996; Kacmar & Ferris, 1989), and have a higher
organizational change or when there are difficult decisions to be made and a scarcity
overly political behaviour, company leaders can provide equal access to information,
model collaborative behaviour, and demonstrate that political maneuvering will not
politics and improve employee morale and work performance (Rosen, Levy, & Hall,
2006). Remember that politics can be a healthy way to get things done within
organizations.
DEFINITION:
Pfeffer (1992, p.30) defined politics as the processes, the actions, the behaviours
approaches to gaining power through means other than merit or luck. It could be
argued that politics are used primarily to achieve power, either directly or indirectly,
desirable assignments.
Consequently, although most people know that organizational politics are common,
they avoid saying so when it concerns one’s own behaviour. It is more common to
talk about politics when complaining about a loss to a friend than it is in the context
which makes it difficult for individuals to deal with this crucially important aspect
of organizational reality.
Employee Performance
When used as a basis for decision making, employee performance assessments can
be extremely useful - indeed indispensable tools. But if these are to be reliable, they
must be accurate, unbiased, otherwise fair and constructively capture the key
against which the employee can not only measure actual performance, but also
motivate it.
The considerations that the concept of employee performance encompasses will vary
from job to job and often, if not usually include very job-specific parameters, e.g.,
ratio of calls to sales or a surgeon's operating room mortality rates per angioplasty.
expectations and standards made clear to the employee from the outset, in the
trainee roles. Managers, human resource generalists and recruitment specialists may
Selection:
It is the methodical process used to hire (or, less commonly, promote) individuals.
Although the term can apply to all aspects of the process (recruitment, selection,
hiring, acculturation, etc.) the most common meaning focuses on the selection of
workers. In this respect, selected prospects are separated from rejected applicants
with the intention of choosing the person who will be the most successful and make
the most valuable contributions to the organization.[1] Its effect on the group is
discerned when the selected accomplish their desired impact to the group, through
achievement or tenure. The procedure of selection takes after strategy to gather data
around a person so as to figure out whether that individual ought to be utilized. The
strategies used must be in compliance with the various laws in respect to work force
selection.
Training:
basic training required for a trade, occupation or profession, observers of the labour-
People within many professions and occupations may refer to this sort of training
as professional development.
Evaluation:
It is a systematic determination of a subject's merit, worth and significance, using
achievement or value in regard to the aim and objectives and results of any such
action that has been completed.[1] The primary purpose of evaluation, in addition to
gaining insight into prior or existing initiatives, is to enable reflection and assist in
range of human enterprises, including the arts, criminal justice, foundations, non-
profit organizations, government, health care, and other human services. It is long
Appraisal:
The main purpose of appraisal is to give the appraisee the opportunity to reflect on
their work and learning needs in order to improve their performance. This can be
effective personal development plan. So lesson one is not to spend 95% of the time
available purely reviewing past performance and lesson two is to involve the
appraise fully in the discussion so that they can get the maximum benefit from it.
Job performance:
SCOPE:
The purpose of this study was to determine the influence of organizational politics in on
with the help of research and practice, the research breaks down organization politics
into various dimensions of type of leadership, group orientations and centers of power
the study extends the existing research in this area by focusing on the impact of these
political forces on employee performance and ultimately organization. The research aim
is to make research a useful resource for scholars who want to have well incorporated
practice which will open new ways of working within organizations to motivate
Objectives:
HYPOTHESIS
1. TEST 1
2. H0: There is no significant relation between leadership on employee performance
performance
4. TEST 2
5. H0: There is no significant relation between the group orientation on employee
performance
performance.
7. TEST 3
8. H0: There is no significant relation between the organization structure influences on
employee performance.
employee performance.
RESEARCH METHODOLOGY:
RESEARCH DESIGN :
study that guides the collection & analysis of data. it is a blue print that is
SAMPLE:
characteristics of a larger population. Samples are used in statistical testing when population
sizes are too large for the test to include all possible members or observations. A sample
should represent the whole population and not reflect bias toward a specific attribute.The
Research Gap:
their research.
My study focuses on professional working in different organizations with in the
employees performances.
HYPOTHESIS:
TYPES OF HYPOTHESIS:
NULL HYPOTHESIS:
ALTERNATIVE HYPOTHESIS:
PERCENTAGE METHOD:
GRAPHICAL METHOD:
The graphical method that is used to present the data is Bar graph. A bar chart
or bar graph is a chart or graph that presents grouped data with
rectangle/rectangular bars with lengths proportional to the values that they
represent. The bars can be plotted vertically or horizontally. A vertical bar chart
is sometimes called a Line graph.
A bar graph is a chart that uses either horizontal or vertical bars to show
comparisons among categories. One axis of the chart shows the specific
categories being compared, & the other axis represents a discrete value.
SOFTWARE USED:
analysis. Long produced by SPSS Inc., it was acquired by IBM in 2009. The
Correlation
more variables fluctuate together. A positive correlation indicates the extent to which those
variables increase or decrease in parallel; a negative correlation indicates the extent to which
Analysis:
Correlation test for testing hypotheses:
TEST 1:
performance.
Errora Tb Sig.
Ordinal Correlation
N of Valid Cases 120
performance value is 0.503. Which is more than 0.050, we accept H1 & reject H0.
Errora Tb Sig.
Ordinal Correlation
performance value is 0.562. Which is more than 0.050, we accept H1 & reject H0.
Errora Tb Sig.
Ordinal Correlation
performance value is 0.539. Which is more than 0.050, we accept H1 & reject H0.
All the indicators of leadership is accepted so leadership and employee performance has
relation.
TEST 2:
performance
performance.
Errora Tb Sig.
Ordinal Correlation
performance value is 0.528. Which is more than 0.050, we accept H1 & reject H0.
Errora Tb Sig.
Ordinal Correlation
performance value is 0.574. Which is more than 0.050, we accept H1 & reject H0.
All the indicators are accepted so there is relation between group orientation and employee
performance.
TEST 3:
employee performance.
2 H1: There is significant relation between the organization structure influences on employee
performance
Errora Tb Sig.
Ordinal Correlation
performance value is 0.571. Which is more than 0.050, we accept H1 & reject H0.
Errora Tb Sig.
Ordinal Correlation
performance value is 0.611. Which is more than 0.050, we accept H1 & reject H0.
All the indicator of organization structure are accepted so there is relationship between
According to the analysis this shows that males are more interested to perform their work
comparative to women.
Age
Frequency Percent Valid Percent Cumulative
Percent
The above graph illustrates that out of 120respondents 31-40 age group is 47.5%, 41-50 age
group is 9.2%, above 50 age group is 3.3%, below 30 age group is 40%. Below 30 age group
members are more.
Professional qualification
5-10 years people are 45.8%, above 14 years people are 3.3%, below 5 years people are
36.7%. There are 5-10 years served in the organization group is more in the 120 respondents.
Designation
Frequency Percent Valid Percent Cumulative
Percent
bad 1 .8 .8 .8
The above graph illustrates that out of 120respondents bad is 4.2% excellent is 25.8%, good
is 34.2%, very bad is .8% %, very good is 35%. Managers involvement of employees on
decision making is very good.
How would you rate the flow of information and frequency of managers
contact with employees?
bad 1 .8 .8 .8
The above graph illustrates that out of 120respondents bad is 2.5% excellent is 21.7%, good
is 35%, very bad is.8 %, very good is 40%. The managers appreciation based on reward
system very good according to the respondents.
How do you rate your relation with the manager?
How do you rate your level of interaction and one on one interaction with
fellow collegues?
The above graph illustrates that out of 120respondents bad is 1.7% excellent is 25%, good is
30%, very bad is3.3 %, very good is 40%. The attribute your performance to the exisisting
management structure very good according to the respondents.
How would you rate your interdependence and support governamnet policies
offer to you and how it affected the performance?
Findings :
According to the analysis this shows that males are more interested to perform their
There are 5-10 years served in the organization group is more in the respondents.
The flow of information and frequency of managers contact with employees good
The managers appreciation based on reward system very good according to the
respondents.
The level of interaction and one on one interaction with fellow collegues good
The satisfaction with the organisation structure very good according to the
respondents.
The attribute your performance to the exisisting management structure very good
The interdependence and support governament policies offer to you and how it
SUGGESTIONS:
According to the respondents females are less interested to perform their work
When manager will maintain good relations with the employees. then performance of
Employees also maintain good relation among them then the whole organization
The flow of information and frequency of managers contact with employees is clear
As a result of this study, the researcher suggests that further research need to be
is need to conduct a study to find out other variables that explain this relationship. It is
important for a more comprehensive study to be done on organization politics and its
performance.
REVIEW OF
LITERATURE
Emine Yılmaza, Gökhan Özerb, Mehmet Günlükc they are the authors of the articles .The
articles is about” Do organizational politics and organizational commitment affect budgetary
slack creation in public organizations?”
This research focuses on propensity of managers who work in public organizations to create
budgetary slack and factors affecting their propensities such as perception of organizational
politics and organizational commitment. Results demonstrate that the effects of “general
political behaviour” and “go along to get ahead”, which are the sub-dimensions of
organizational politics perception, on managers’ propensity to create budgetary slack are
positive. It is stated above, in the literature, budgetary slack is generally seen as detrimental,
because of its negative impacts on the success of organizations (Onsi, 1973; Hartmann and
Maas, 2010). However, some researchers noted that budgetary slack is not detrimental in
every situation. For example, according to Bourgeois (1981).
The data was gathered from 486 managers working in public organizations in Turkey through
a questionnaire. Likert-type scale was used to form the questionnaire. These four factors
explain 63,972% of total variance and this rate is over the acceptable lower limit (0.60) (Nakip,
2003). The KaiserMeyer-Olkin (0.813) and Barlett test (p=0,000) reveal that results of analyses
are statistically significant (Mitchell, 1994) and the data is appropriate to perform factor
analysis. Cronbach’s Alpha coefficient is calculated to estimate reliability of scales. It is also
found that there is significant and negative correlation between organizational commitment
and perception of organizational politics.
ahead are generally performed to gain more self-interest, power or protect current position
and they are perceived as a negative process. It means that if managers have less
organizational commitment, they behave more politically to take advantage of the situation
or protect themselves, and they can remain silent against budgetary slack creation
Professor Roselyne W. Gakure Dr. George Orwa Florence Nyokabi Wachira .They are the
authors of the articles. The article is about” The Impact of Organizational Politics on
effectiveness of Management Development In The Kenya Civil Service.”
The study found that managers were fully aware of the political context of the civil service
but they did not think that Organizational Politics affected key management areas and felt
that their supervisors supported them and ensured they were clear about their roles. They
however thought that Organization Politics affected social relations at the workplace
significantly.
The study population was management cadre staff in the civil service of Kenya as defined by
the Public Pay Review and Remuneration Board (PPRRB, 2005) to consist of those in job
groups P, Q and R. There are 3,482 civil servants in the management cadres and 2,335 of these
are deployed in Nairobi in the Ministries Headquarters.
The results of the study, 14.6 % of the managers strongly agreed and 22.2% agreed that their
ministries were relatively free of organization politics. Twenty six percent (26.9%) of the
respondents remained neutral, 27.5% disagreed and only 8.8% strongly disagreed. Majority
(83%) of the respondents also thought it was important for managers in the civil service to
recognize politics as an important aspect of their work.
Majority of the managers (85.8%) agreed that their supervisors ensured they were clear
about their roles and of what was expected of them as managers. The effect of politics on
social relationships could be the reason for the ‘silo mentality’ pervading the civil service
interfering with learning from each other, limiting benchmarking of successful interventions
and resulting in duplication of effort that interferes with effective service delivery. The study
recommends that the Government addresses the impact of politics on social relationships to
improve work based learning through internal bench marking.
The study concludes that managers in the civil service are aware of the political environment
they operate in but did not think it had much impact on their work which is surprising
considering that organization politics is a natural phenomenon in any organization.
Karen Cacciattolo is the author of the article. The article is talks about” DEFINING
ORGANISATIONAL POLITICS.”
Argue that politics are rooted in the wider configured environment (Gotsis & Kortezi, 2010:
498), while others argue that politics are a result of interpersonal antagonisms (Vince, 2001)
or emotional matters (Vince, 2002). With regards to organisational politics, the literature
presents various types of political behaviours, and research to date tackled the area of politics
mostly in a purely theoretical manner. Moreover, studies presented to date have paid more
attention to the general perceptions of politics rather than the observable political behaviours.
Henry Mintzberg (1983) is one of the main business leaders, particularly in the
strategy dominion. Mintzberg (1983) was found to be important for this thesis since in his
research he presented an extensive review of political behaviour in organisations. His
analysis assisted a time of awareness in the empirical study of the phenomenon of
organisational politics (Meriac & Villanova in Vigoda-Gadot & Drory, 2006), and thus, I
found his types of political behaviours as ‘illuminating’ as a heuristic tool for understanding
political behaviours.
The ‘rivalry games’ involve persons or a group ignoring the expertise of another in
order to make him or her or the group less powerful. Mintzberg (1985) identifies two types
of rivalry games, namely ‘line vs. staff’ and ‘rival camps’ (1985: 136). The ‘line vs. staff’
game is described as the game that increases personal power and overpowers a rival wherein
each side is likely to abuse rightful power in illicit ways (Mintzberg, 1985: 138). The ‘rival
camps’ game transpires when the alliance or empire building games result in two main power
troops and can be the most conflict-ridden game of all, since it can portray conflicts between
departments or two opposing goals.
The ‘Young Turks game’ is usually played to replace the people in authority
while maintaining the system of authority intact, in which a group of revolt employees try to
cause the downfall of the existing leadership of an organisation (Mintzberg, 1985: 139).
Similar to this is the ‘Obstructionism’ which entails a tactic by employees in a lower level of
an organisation that opposes top management policy making decisions.
Either as a symptom of social influence processes that benefit the organisation, or a self
serving effect that goes against the organisational goals (Mintzberg, 1985: 148; Gotsis &
Kortezi, 2010: 498). Nevertheless, the concept of organisational politics is a key social
influence process that can be either functional or dysfunctional to employees and
organisations.
Muhammad Abdullah Saeed, Aaqifa Siddique Butt. They are the authors of the article .The
article is talks about” EFFECTS OF ORGANIZATIONAL POLITICS,
ORGANIZATIONAL COMMITMENT, ORGANIZATIONAL COMMUNICATION AND
TASK DELEGATION ON THE INDIVIDUAL PROJECT TEAM MEMBER’S
PERFORMANCE.”
The objective of this study is an attempt to synthesize the existing literature by identifying
some of the major challenges and difficulties affecting individual project team member’s
performance faced by the project managers / team leads. This study shows positive
relationship between Organizational Commitment, Perceived Office Politics and
Organizational communication with individual team member’s performance, while negative
relationship between task delegation and individual team member’s performance.
Organizational politics can lead to low employee performance. Whenever politics exists in
any organization, it forces its members to engage in many non-desirable behaviours.
Research suggests that whenever there is high politics in any organization, it is taken as a
strong control mechanism by its members. But the members thought the politics to be a
reason of decreased satisfaction and overall organizational effectiveness of employee (Voyer,
1994). Individuals resist those organizations which have politics in their environments. In
such political organizations, individuals show less interest to work and more interest to other
activities that will work in their personal benefit.
Employee will withdraw from their organizations to avoid “political games”. Results show
that politics have adverse impact on work environment. Though some politics is necessary for
team functioning but too much organizational politics may have negative impact on
team/group (Chang et al., 2000).Through the use of politics, individuals try to get what they
cannot get otherwise (Cavanagh et al., 1981). So, on the basis of the previous literature we
have concluded that individual project team member will have perception that if there is
politics in their organization; it will affect their performance in a negative way.
L.J. Labrague1 RN, MAN, DM , D.M. McEnroe-Petitte2 RN, MSN, PhD , D. Gloe3 RN,
MSN, EdD, and co they are the authors of this article. The article is talks about
“Organizational politics, nurses’ stress, burnout levels, turnover intention and job
satisfaction.”
This research is important in The Philippines as more nurses enter the workforce with limited
positions available, OP will increase as there is stiff competition for available positions.
Globally, OP activities promote a negative working environment and frequent movement of
nurses from organization to organization increases the financial burden on each organization.
This tool is a six-item questionnaire designed to measure nurses’ satisfaction with his/her
present work. This tool contains items identical to the satisfaction facets: nature of the work,
supervision, co-workers, pay and opportunities for promotion. To measure job stress in
nurses, the researchers utilized the short-form Job Stress Scale (JSS; House & Rizzo 1972).
This tool was designed to capture nurses’ experience of distress as a product of their job
along with the psycho-physiological symptoms. Nurses were asked to rate the extent to which
they agree with the JSS items on a five-point Likert scale ranging.
During the 4 months of data collection, 166 nurses participated in the study (response rate of
81.5%). The average age of the nurses was 26.10 (SD = 7.54 years). Table 1 shows the
demographic data of the respondents. Table 2 reflects the data gathered from the respondents
regarding their perceptions of OP on the three aspects. Individual mean values were
computed for each item on the POP scale which ranged from 2.156 to 3.289, with a weighted
mean of 2.801 out a possible mean score of 5.
This is one of the earliest studies that explored the influences of workplace politics on job
outcomes in nurses. It can be inferred from this study that OP perceptions were strongly
linked with low job satisfaction, increased stress and burnout levels in nurses. A perception of
OP has been found to predict nurses’ intention to leave their organization. As high levels of
OP impact individual and organizational productivity, exploring ways to minimize the effect
of political behaviour poses a challenge to hospital administrators.
RESEARCH
METHODOLOGY