Discriminating among organizational politics, justice, and support

By Martha C. Andrews, K. Kacmar. 2001

393 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Public Administration, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/5bea30f0bcfa0a815b2502afe35ed5448c5b0cbe

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In Organizational Behavior and Human Resource Management

In Public Administration

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Citations in the corpus

The relationship between customer incivility, restaurant frontline service employee burnout and turnover intention (2016, background): “Subsequent studies have demonstrated that support from other individuals and/or organizations can buffer consequences related to employee stress (Andrews and Kacmar, 2001; Demerouti et al., 2014; Miner et al., 2012; Sakurai and Jex, 2012; Randall et al., 1999).”
Speaking Up at Work: The Role of Perceived Organizational Support in Explaining the Relationship Between Perceptions of Organizational Politics and Voice Behavior (2020, background): “To supplement past studies showing evidence that these variables are distinct constructs (e.g., Andrews & Kacmar, 2001; Cropanzano et al., 1997; Randall et al., 1999) and to confirm that our items for perceptions of organizational politics, POS and voice loaded on their respective higher order…”
The Impact of Centralization and Formalization on Correctional Staff Job Satisfaction and Organizational Commitment: An Exploratory Study (2006, background): “Centralization is how power is distributed within an organization (Andrews & Kacmar, 2001).”
Promoting ethical behavior and organizational citizenship behaviors: The influence of corporate ethical values (2006, methodology): “Many of the studies included in the analysis were based on social exchange theory (e.g., Andrews and Kacmar, 2001) in which employees reciprocate fair and just treatment by the organization with feelings of affective commitment.”
A time-lagged study on the moderating role of overall satisfaction in perceived politics: Job outcomes relationships (2016, background): “…is an intentional action, covert or overt, to protect and promote an individual’s self-interest, sometimes at the expense of, and without regard for the well-being of others or their organizations (Allen, Madison, Porter, Renwick, & Mayes, 1979; Kacmar & Baron, 1999; Andrews & Kacmar, 2001).”
Leadership style, organizational politics, and employees' performance (2007, background): “Trust, fairness and organizational politics definitely represent separate phenomena in the workplace ( Andrews and Kacmar, 2001 ) but they are also quite strongly related to each other, and a theory on one may be useful for the understanding of the other (Ferris and Kacmar, 1992; Kacmar and Ferris, ”
How organizational climate and structure affect knowledge management - The social interaction perspective (2007, methodology): “Formalization refers to the degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures (Andrews & Kacmar, 2001; Robbins & Decenzo, 2001).”
Understanding Social Loafing: The Role of Justice Perceptions and Exchange Relationships (2003, background): “Similarly, Andrews and Kacmar (2001) investigated distributive justice and LMX relationships in a large government institution, and found no relationship between the two.”
Organizational Politics and Job Outcomes: The Moderating Effect of Trust and Social Support (2010, background): “The general model for this relationship is suggested in Figure 1 and is rooted in the theory of fairness, equity, and justice in organizations and its relationship with organizational politics (Adams, 1965; Andrews & Kacmar, 2001; Cropanzano et al., 1995).”
Perceptions of organizational politics: A meta-analysis of its attitudinal, health, and behavioural consequences. (2013, background): “…but it also raises questions about the uniqueness of the two constructs and suggests the need for further research examining the discriminant validity of their measures as has been done previously with POP, organisational support, and perceptions of organisational justice (Andrews & Kacmar, 2001).”
Exploring Antecedents of Five Types of Organizational Commitment Among Correctional Staff (2008, background): “The degree that employees share in the power within the organization is termed organizational participation (Andrews & Kacmar, 2001; Lambert, Hogan, & Allen, 2006).”
Fairness Reduces the Negative Effects of Organizational Politics on Turnover Intentions, Citizenship Behavior and Job Performance (2005, background): “Organizational justice (i.e., perceptions of fairness in the workplace) has been proposed as a possible mechanism for managing these negative effects of organizational politics ( Andrews & Kacmar, 2001; Cavanagh, Moberg, & Velasquez, 1981; Cropanzano, Kacmar, & Bozeman, 1995; Ferris et al., 1996b; ”
The Development and Validation of a New Machiavellianism Scale (2009, neutral): “…1999; Thomas, Schermerhorn, & Dienhart, 2004; Treviño & Brown, 2004), authentic leadership (Avolio & Gardner, 2005), organizational politics (Andrews & Kacmar, 2001; Ferris & Kacmar, 1992), and trust (Dirks & Ferrin, 2002; Mayer, Davis, & Schoorman, 1995) in the workplace strongly suggests…”