Combined Effects of Perceived Politics and Psychological Capital on Job Satisfaction, Turnover Intentions, and Performance

By Muhammad Abbas, Usman Raja, W. Darr, D. Bouckenooghe. 2014

553 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/0e5f538e41b2ea29a39e3de1309a4d088dc9f84f

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Challenging, Hindering Job Demands and Psychological Well-Being: The Mediating Role of Stress-Related Presenteeism (2021, background): “Evidence for stress-related presenteeism in the banking industry in Pakistan has also been identified by other researchers (cf Sarwat & Shahzad, 2017), and many researchers have tested western theories on service sector professionals (cf Abbas et al., 2014; Sarwat & Abbas, 2020; Aziz et al., 2019).”
Mitigating the negative effect of perceived organizational politics on organizational citizenship behavior: Moderating roles of contextual and personal resources (2017, methodology): “different ways, such as manipulations of organizational policies or uses of coercive tactics to achieve short-term personal gains, irrespective of the consequences for other organizational members (Abbas et al., 2014; Kacmar & Ferris, 1991).”
Speaking Up at Work: The Role of Perceived Organizational Support in Explaining the Relationship Between Perceptions of Organizational Politics and Voice Behavior (2020, background): “We targeted managerial-level employees because organizational politics are believed to be more prevalent among this group (Abbas et al., 2014).”
The effect of psychological capital on conflicts in the work–family interface, turnover and absence intentions (2014, background): “Such employees can also find alternative ways to overcome problems, make positive internal attributions about current and future success, and bounce back in the case of difficulties and failures (Abbas et al., 2012; Avey et al., 2009).”
The Relationship Between “Job Satisfaction” and “Job Performance”: A Meta-analysis (2021, unknown): “…1.715 0.086 80 Fu (Fu & Deshpande, 2014) −0.069 −0.158 0.021 −1.494 0.135 81 Mathies (Mathies & Ngo, 2014) 0.310 0.249 0.369 9.471 0.000 82 Abbas-Raja (Abbas et al., 2014) 0.530 0.430 0.617 8.911 0.000 83 Chinomona (Chinomona & Sandada, 2014) 0.720 0.636 0.787 11.445 0.000 84 Charoensukmongkol…”
Effects of tourism CSR on employee psychological capital in the COVID-19 crisis: from the perspective of conservation of resources theory (2020, background): “Correspondingly, employees' negative attitudes and behaviours, such as turnover intentions, turnover, and job burnout, can be reduced by psychological capital (Abbas et al., 2014).”