Impact of Perception of Organizational Politics (POP) on ... · The phenomenon of organizational...

International Journal of Innovation, Creativity and Change. www.ijicc.net Volume 8, Issue 6, 2019

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Impact of Perception of Organizational Politics (POP) on Counterproductive Work Behaviour (CWB) and Moderating Role of Islamic Work Ethics among Higher Education Sector of Pakistan

Tasawar Javeda, Shahibudin Ishakb*, aPhD scholar, School of Business Management, Universiti Utara Malaysia, bSenior Lecturer, School of Business Management, Universiti Utara Malaysia, Email: b*[email protected]

A large number of research scholars have contributed to the body of knowledge of counterproductive work behaviour (CWB) by categorizing aggression, violence, sabotage, abusive behaviour, absenteeism and deviance. There are various predictors identified by a number of studies, conducted in diverse contexts and the current study entails empirical investigation of the influence of this political phenomenon on CWB in the higher education sector of Pakistan. This political phenomenon instigates various negative behavioural outcomes among employees of organizations including turnover, anxiety, absenteeism and counterproductive work behaviour. This study intends to determine the level of perception of organizational politics (POP) among employees of the higher education sector of Pakistan and negative behavioural outcomes that affect organizational goals and objectives. The study was conducted on employees of public sector universities of Pakistan and collected data was analyzed through utilization of SMART-PLS. The study found that perception of organizational politics significantly influences the CWB but that while Islamic work ethics were found to be negatively associated with CWB, they remained insignificant. Further the moderating role of IWE was not observed between POP and CWB.

Key words: Perception of Organizational Politics (POP), Counterproductive Work Behaviour (CWB), Islamic Work Ethics (IWE).

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Introduction and Background Counterproductive work behaviour (CWB) of an employee in this study is defined as behaviour that counters the legitimate interest of an employer and is attributed to various workplace stressors. Counterproductive work behaviour is described as indulgence in acts that consume time, result in performance of irrelevant tasks, withhold efforts, spread fake news, insult others in the workplace and ignore allocated job duties, including theft at the workplace. Research has highlighted the detrimental negative effects of counterproductive work behaviour (CWB) on work environment due to passively aggressive acts, theft and neglect of supervisor instructions (Spector & Fox, 2005). CWB denies organizational norms and threaten colleague well-being (Robinson & Bennett, 1995) and can present as intentional behaviour of an employee against the interest of the organization that results in harming objectives and employees. Detrimental behaviour of employees found to be negatively influential towards organizational goals and members is described as CWB and this also includes employee absenteeism, abusive behaviours, harassment, injustice, fraud, favouritism and long breaks taken during rostered ‘on duty’ hours (Spector & Fox, 2005). Research findings report that CWB negatively impacts organizations to varying degrees (Bolton, Becker, & Barber, 2010). A range of predictors have been associated with CWB including bullying, conflict, anxiety, dissatisfaction and workplace stressors which cause negative behavioural outcomes. CWB has been defined in detail by expressing deviance behaviour that intentionally violates organizational norms and negatively affects employee well-being. It is referred as harmful behaviour that promotes and instigates detrimental negative impact on operational excellence and reduces effectiveness level in achievement of goals (Berry, Carpenter, & Barratt, 2012). The following categorization of CWB is most prominently reported in the literature:

• The voluntary behaviour of employees that violate organizational norms and threaten employee well-being is referred to as deviance workplace behaviour (Galperin, 2012).

• Employee deviant behaviour includes violation of norms that harm organizational values and affect employee well-being (Robinson & Bennett, 1995)

• Counterproductive behaviour expressed as antisocial workplace employee behaviour that harms individual or organizational property (Giacalone & Greenberg, 1997)

• Counterproductive work behaviour defined as intentional action by an employee that counters core workplace values (Vardi & Wiener, 1996).

• Negative motivation of employees that instigate detrimental workplace effects and impact organizational goals (Griffin, O'Leary-Kelly, & Collins, 1998).

• Workplace lack of civility that creates deviance due to creation of an uncertain and ambiguous environment characterized with disgraceful and rude treatment of others (Andersson & Pearson, 1999).





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• Deviance categorized as property deviance or production deviance; where property deviance is referred to as physical damage at the workplace and production deviance as sloppy work, delayed task completion, lengthy breaks and reckless attitude; a further categorization of deviance is the interpersonal and organizational (O’Neill & Hastings, 2011).

All above stated behavioural intentions present a workplace counterproductive mindset according to Ones (2018). The research indicates that various types of collusive and un-green behaviour reflect violation of organizational norms and are harmful for the organizational working environment as counterproductive work behaviour. The negative behaviour of employees instigates negative and detrimental outcomes that cause major loss employee and organizational well-being. Therefore, these kinds of actions harm firms and stakeholders that and are classified as counterproductive behaviour (Ones & Dilchert, 2013). Previously, scholars overlooked the various antecedents and consequences of counterproductive work behaviour; more recently workplace ostracism has been investigated as an antecedent of CWB and explained as intentional behaviour of employees that harm organizations and their stakeholders. CWB has been referred to as bad behaviour, aggression, antagonistic work behaviour and workplace deviance (Yang & Treadway, 2018). Lack of relationship among employees and scarce social interactions discourage employees due to neglect and isolation referred to as workplace ostracism. Workplace ostracism leads to depression, anxiety and maladaptive behaviour and causes further various detrimental outcomes that harm the legitimate interest of firms and their stakeholder. Workplace norms and workplace mutual respect violation are referred to as interpersonal deviance (Jahanzeb & Fatima, 2018). Power, politics and influencing others in the workplace are considered as inextricably linked with each other and have remained interest area in recent decades. Power is taken as an influential tool that represents the interest of organizational sciences and reflect various political techniques and tactics to influence others to protect self-interest (Landells & Albrecht, 2017). The phenomenon of organizational politics has been analyzed by two key aspects including political behaviour and perception of organizational politics. Organizational politics is considered a tactic that protects self-interest at the cost of organizational and individual interest. Research explains this organizational phenomenon as an unfair and unjust workplace context regarding employee perception of their workplace environment (Kacmar & Ferris, 1991). The theoretical model of POP was developed by Ferris and Kacmar (1992) to explain the phenomenon of perception of organizational politics by identifying its antecedents and consequences. The model depicted potential categories of antecedents of perception of organizational politics (POP) including organizational influences, job/work influences and personal influences. The model also explains various potential outcomes of POP including behavioural and intentional outcomes. The model focuses on individual employees and how





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they perceive their workplace environment to be political through an investigation of their interpretation which in not necessarily the reality. Research scholars have associated various causes with counterproductive work behaviour such as bullying, stress and conflicts that instigate detrimental outcomes including anxiety, dissatisfaction, turnover intention and involvement. Organizational politics as workplace stressors also instigate counterproductive work behaviour and has been reported that POP causes higher level of interpersonal CWB (Ferris, Treadway, Brouer, & Munyon, 2012). The present study intends to determine the influence of POP on CWB of government sector universities employees of Punjab, Pakistan. The study also determines the moderating role of Islamic Work Ethics to minimize the influence of workplace stressor POP on counterproductive work behaviour of employees. Problem Statement Akanni, Oladejo and Oduaran (2018) reported thin the workplace stressors such as political phenomenon instigates negative outcomes. Employee behaviour receives significant impact from social elements and leads towards negative consequences including counter productivity, decreased performance and economical setback. According to Danish, Ramzan and Ahmad (2013) the perception of organizational politics (POP) is considered as a workplace stressor that causes negative behavioural outcomes that deeply effect organizational goals and efficiency due to counterproductive behaviour (Akanni et al., 2018). Research scholars have identified various negative outcomes of CWB that harm organizations and their stakeholders by violating ethical values and code of conduct (Spector & Fox, 2005). The POP is expressed as one of important factors that cause dissatisfaction, harm performance, turnover intention and job anxiety according to Abbas, Raja, Darr and Bouckenooghe (2014) and counterproductive work behaviour (Baloch, Meng, Xu, Cepeda-Carrion, & Bari, 2017). Riaz (2013) reported that perception of organizational politics leads to lack of credibility and similarly it has been reported that political phenomenon instigate stress, anxiety, power loss, dissatisfaction and turnover intention among employees (Vigoda, 2002). On the contrary, positive outcomes have also been reported such as career progression, increase in control, recognition and reputation (Ellen III, Ferris, & Buckley, 2013; Ishak, 2016). Studies have been conducted to determine the negative impact of POP on the Pakistan banking sector and report that POP negatively impacts performance related outcomes. Baloch et al. (2017) highlighted the need to empirically examine the influence of POP on CWB as it is still necessary to explore negative behavioural outcomes instigated by political phenomenon (Ones, 2018). Ethical concerns considered as an important factor that mitigate negative behavioural outcomes and improve performance as described by (Khokhar & Zia-ur-Rehman, 2017). The higher education sector of Pakistan received negative impact due to political phenomenon that





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protects self-interest and financial gain. It has been also reported that political influence within organizations instigates negative outcomes including unsanctioned financial gain, salary increase, promotion and rewards distribution as unjust and unfair. Politically strong and influential faculty members interpret policies to protect self-interest and gain control over resources (Hoodbhoy, 2018). The political pressure in organizations from various employees has been reported due to appointment of relatives to important positions where they may not meet criteria. There is evidence of other PhD qualified candidates protesting at HEC against unjust appointments influenced by internal political pressure (Noor, 2018). The political phenomenon in the higher education sector causes dissatisfaction, anxiety, depression, poor performance and negative behavioural outcomes in the Pakistan higher education sector among employees of public sector universities. The present study intends to determine the negative influence of perception of organizational politics among faculty members of public sector Pakistani universities on counterproductive work behaviour. The moderating role of IWE is investigated to mitigate the negative impact of POP on CWB. Literature Review Research scholars have reported various negative outcomes of counterproductive work behaviour and various antecedents as such behaviour damage organizational intentions and objectives. One of the most important antecedents that influence negative behavioural outcomes including counterproductive work behaviour as described in various contexts (Akanni et al., 2018; Baloch et al., 2017; Cho & Yang, 2018; O. F. Malik et al., 2019) has been reported as perception of organizational politics which instigates workplace incivility and counterproductive workplace behaviour. The significant influence factors include bullying, anger, emotional reaction, unfairness, workplace lack of civility and deviance (Malik, Sattar, Younas, & Nawaz, 2019). Further, it was revealed in the literature that abusive supervision, injustice, personality traits, stress, conflict and injustice rewards and resources allocation instigate negative behavioural outcomes such as counterproductive work behaviour and interpersonal deviance (Jahanzeb & Fatima, 2018). Research has been conducted to determine the influence of emotional intelligence, workplace deviance, organizational citizenship behaviour, personality traits, injustice and organizational politics on interpersonal deviance, burnout, violence, workplace incivility and counterproductive work behaviour (Baka, 2018; Khokhar & Zia-ur-Rehman, 2017; Nasir, Khaliq, & Rehman, 2017). Perception of Organizational Politics and Counterproductive Work Behaviour Empirical investigation conducted on detrimental outcomes of the organizational political phenomenon in the workplace (Ahmed, 2018; Baloch et al., 2017; O. F. Malik et al., 2019)





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have identified negative outcomes including workplace incivility, whistle blowing, decrease in commitment, less innovative capability and decrease in knowledge sharing. The studies identified various predictors of negative behavioural outcomes such as unfairness, negative emotions and work behaviour including counter productivity. Rosen and Levy (2013) argue that perception of organizational politics among employees instigates counterproductive behavioural aspects and negative work attitude. Researchers have examined influence of predictors by following the model of POP developed by Ferris et al., (1989) to explain the relationship between personality traits and perception of organizational politics from employee perspective, and negative consequences of counterproductive behaviour in the workplace (Baloch et al., 2017). Further, scholars have identified the relationship between emotional disorder and interpersonal deviance due to workplace stress and conflict that leads to counterproductive work behaviour (Dewangan & Verghese, 2018). Rawwas, Javed and Iqbal (2018) empirically examined the relationship and influence of perception of organizational politics on behaviour as an instigator of negative outcomes such as negligent workplace behaviour. A positive relationship has been found between POP and negligent behaviour as reported by (Meisler & Vigoda-Gadot, 2014). In contrast, it has been reported (in an empirical study) that there is no association between perception of organizational politics and counterproductive work behaviour (Vigoda-Gadot & Kapun, 2005). Further, research scholars have reported positive association between POP and absenteeism of employees (Vigoda, 2001) and a strong relationship has been depicted between POP and negligent employee behaviour (Vigoda-Gadot & Kapun, 2005). The negative behavioural outcomes of POP have been identified in an empirical study which reported positive impact on absenteeism, turnover and withdrawal from organization, referred to as CWB (Spector & Fox, 2005). Based on the above discussion, the following relationship was hypothesized to examine in present study. H1: Perception of Organizational Politics (POP) positively influence Counterproductive Work Behaviour (CWB) in the workplace Islamic Work Ethics and Counterproductive Work Behaviour Ethics are known as moral principles that distinguish between inappropriate and appropriate and right or wrong behaviour in the workplace. Moral and ethe thical principles are considered essential business elements and routine activities in academic and business world (Khan, Abbas, Gul, & Raja, 2015). Webser’s theory of Protestant Work Ethics (PWE) provides a basis for religious ethical perspective and remains a major focus among western researchers (Yousef, 2001). The concept of Islamic Work Ethics (IWE) focused on ethical principles based on Islamic values and the teachings of the Prophet Muhammad. The origin of IWE can be traced





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back in the Quaran to Sunnah as Muslims receive guidance for social and economic life from the teaching of Islam (Ali & Al-Owaihan, 2008; Khan et al., 2015). The teachings of Islam and Islamic work ethics (IWE) focus on loyalty, honesty and integrity that leads to joy and fulfilment. Research has examined the mediating role of organizational citizenship behaviour between ethical leadership and counterproductive behaviour. The study found that unethical leadership instigates counterproductive work behaviour among employees and decrease employee performance. The study also highlighted the need to conduct an empirical study to determine the influence of ethics on performance related issues. The influence of Protestant Work Ethics (PWE) on performance related outcomes in Western culture was later advanced as Protestantism and Capitalism (Gustiawan, 2015). Scholars with Islamic background conducted varied research to investigate the influence of IWE on work related activities and intentions (Khan et al., 2015; Rawwas et al., 2018). The relevance of IWE was found to be effective in Muslim based communities such as Pakistan to determine its influence on behavioural outcomes such as motivation, commitment, dedication and to avoid unethical consideration and wealth collection and cooperation (Ali & Al-Owaihan, 2008). The present study intends to investigate the relationship and influence of IWE on negative behavioural outcomes of employees in the workplace. The research reports that IWE influences the motivational level of employees and thus IWE was found to be negatively influential towards resignations and complaints as described by Rawwas et al. (2018). Moreover, studies have been conducted to investigate influence of IWE on job turnover intention and negative significant association was reported (M. S. Ahmad, 2011). Further, the study of Khan et al. (2015) reported a negative relationship between IWE and turnover intention. Yousef (2001) explained sluggishness and negligence as counterproductive work behaviour and found that moral values forbid negative action. IWE promotes positive behaviour and supportive mindset and demonstrate citizenship behaviour that decreases negligence and carelessness (Murtaza et al., 2016). Lawong, McAllister, Ferris, and Hochwarter (2018) empirically examined the influence of moral values, ethical concerns and IWE to minimize negative behavioural outcomes. The study specifically examined the moderating role of IWE between POP and negative outcomes. Based on the above discussion following hypothesis was proposed: H2: Islamic Work Ethics negatively influence Counterproductive Work Behaviour in the workplace Moderating Role of Islamic Work Ethics The studies have examined the moderating role of ethics and moral values between influential variables and negative outcomes in the workplace and suggest further examination of Islamic





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work ethics to minimize the negative outcomes of stress related predictors in the workplace (Rawwas et al., 2018; Yousef, 2001). Political activity and perception of politics in the workplace leads employees towards negative outcomes such as lack of productivity. The previous studies proposed that Islamic values negatively affect the behaviour and weaken the relationship between influential variables. Khan et al. (2015) argue that IWE motivates employees to work hard and commit to firm goals and objectives in the presence of workplace stressors including political phenomenon. The studies highlighted that higher level of Islamic ethical concerns promotes higher level of motivation and satisfaction while it negatively impacts turnover intention and reduces neglectful behaviour among individuals. In relation to the present research study, the intention was to determine the impact of POP on CWB among employees of the Pakistani higher education sector. The study uses the model of POP developed by Ferris et al. (1989); initially ‘perceived control’ and ‘understanding’ were introduced as a moderating effect between antecedents of perception of organizational politics and negative behavioural outcomes including turnover intention, dissatisfaction and teamwork (Butt, Imran, Shah, & Jabbar, 2013). The study also examined the moderating role of transcendence between political behaviour and negative outcomes (Lawong et al., 2018). The relationship between POP and work engagement was moderated by personality traits (Jain & Ansari, 2018). The moral values and IWE as social behaviour moderate the relationship between an employee and the organization. Therefore, on the basis of the above description, the following hypothesis is proposed to examine the moderating effect of IWE to mitigate the negative influence of POP on CWB in the Pakistani higher education sector. H3: Islamic Work Ethics moderate the relationship between Perception of Organizational Politics and Counterproductive Work Behaviour by weakening and changing the direction of relationships in the higher education sector of Pakistan Theoretical underpinning Social exchange theory explains the relationship on the reciprocity rule as an exchange process between entities such as employees and firms. This theory provides a theoretical foundation for the behavioural description of employees in the workplace. The theory states that employee behaviour has become favourable in respect of satisfaction level fulfilment. Social exchange theory posits that employee behaviour will tend to depict positive feelings in response to a positive working environment as perception of employees is based on efforts made by a firm to control negative phenomenon (S. Ahmad, Nisar, Othman, & Kamil, 2017). The theory argues that Islamic work ethics is based on reward for every action taken and that the notion isn’t only relevant to the relationship between individuals but also applicable to the community at large (Khan et al., 2015). The quality of relationship depends upon the trust level among employees as an exchange relationship among participants requires a higher level of trust (as





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posited by SET). The theory also entails the associated benefits and risks of the exchange relationship as higher risk takers are rewarded accordingly in either perspective. Therefore, SET underpins the notion of the present study: that perceived political behaviour among employees creates negative outcomes in response to political acts and will lead to counterproductive, sabotage behaviour (Sun & Xia, 2018), see Figure 1 below. Research Framework Fig 1: Proposed Framework

Research Methodology The present study intends to examine the relationship between perception of organizational politics and counterproductive work behaviour in the Pakistani higher education sector. The moderating role of Islamic work ethics is incorporated as mitigating the negative impact on behaviours of employees due to engagement in political activity in the workplace. The present study is quantitative in nature to determine the influence between the constructs of the proposed framework. The study involved a questionnaire tool for data collection and results were examined statistically. The unit of analysis for the present study is the individual and this comprises faculty members of public sector universities. Organizational politics is thus perceived in this study by employee faculty members including lecturers, assistant professors and associate professors of public sector universities. The supervisor perspective is not included in the study population due to the established norm that politics is perceived at employee level. There are 93 Pakistani public sector universities according to the higher education commission (HEC) currently and 13 universities in the federal territory of Islamabad, including Flagship University. It is not possible due to time and cost constraints to collect data from all universities of Pakistan, therefore Punjab is chosen for data collection as it represents 54% population of the Pakistani and is the largest province with maximum universities presence. Therefore, data was collected from the universities of Punjab and the federal territory. Krejcie and Morgan’s (1970) table of sample selection was used to determine the sample selection for the present study which is 377.





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Measurement Scales of constructs The measurement scales of constructs were adopted from previous studies to examine the proposed relationship. The measurement scale for perception of organizational politics (POP) was adopted from the study of Kacmar and Carlson (1997) and consists of 12 items. The 11 items scale of counterproductive work behaviour was adopted from the study of Bennett and Robinson (2000). The 17 items measurement scale of Islamic work ethics was adopted from the study of (Rawwas et al., 2018). Analysis and discussion It has been previously described that the present study is quantitative in nature and collected data was examined through SMART-PLS. Measurement Model (MM) and Structural Equation Modeling (SEM) techniques were utilized to determine the reliability and validity of data through Cronbach Alpha, composite reliability and AVE using PLS algorithm. The investigation of hypothetical relations was examined through bootstrapping method. Measurement Model The present section of this article entails the analysis of collected data by examining the Cronbach Alpha, composite reliability and Average variance extract (AVE) and discriminant validity. Table 1 below presents the statistical values of the measurement model. The statistical values of Cronbach Alpha α must remain higher than 0.7, composite reliability must remain higher than 0.7 and AVE must remain higher than 0.50 according to (Fornell & Larcker, 1981). Table 1: Measurement Model

Description Table 1 above demonstrates Cronbach alpha, composite reliability and AVE; all statistical values satisfy the criteria to be accepted statistically. On the basis of the above results, the measurement model scales of constructs are highly reliable and valid to determine the hypothetical relations.





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Discriminant Validity Table 2 below demonstrates the discriminant validity; the correlation of constructs of the study must remain higher than remaining values of same column. Table 2: Discriminant validity

Description The above table satisfies the condition of discriminant validity (Fornell & Larcker, 1981); the value of correlation must remain higher than other variables of same column; the diagonal values presents the discriminate validity. Figure 2: Measurement model

Structural Equation Modeling (SEM) The present section of this article investigates the study results in terms of the proposed hypotheses and the direct relationship between POP and CWB. Hypothesis H1 investigation findings determined a direct realtionship that POP positivley influences CWB. Table 3 below





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presents the results of hypothesis testing. The hypothesis H2 investigation determined the realtionship between Islamic work ethics and CWB and the influence of IWE presented a negative relationship. The H3 hypothesis investigated the moderating relationship between POP and CWB by changing the relationship direction and minizing the negative impact of POP. Table 3: Direct hypothesis relations

Description Table 3 above presents the direct relationship between POP and CWB, IWE and CWB, and reflects that POP positively and significantly influences counterproductive work behaviour based on the t-value and p-value. The t-statistics shows the value observed at higher than cut off point, 16.774 which shows a highly significant relationship and therefore H1 is accepted on statistical grounds. The findings of the study are consistent with previous research (Rawwas et al., 2018). The direct relationship of H2 investigated the relationship between IWE and CWB and the direct relation results show that IWE has a negative relationship with CWB but statistical values t-value and p-value show that the impact is not significant. Therefore, H2 is rejected on statistical values. The results of the present study contradict with the findings of Rawwas et al., (2018). Moderating relationship Table 4 below demonstrates the moderating effect of IWE between POP and CWB; the study intended to determine the moderating role by changing the relationship direction of POP and CWB. Table 4: Moderating Role (IWE)





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Description The above table shows the moderating effect of IWE between POP and CWB; the t-statistics and p-values demonstrated that IWE doesn’t moderate the relationship significantly however, while IWE has changed the relationship direction it is still insignificant. Therefore, H3 is rejected on statistical grounds. The results of the study are contradictory to the previous study of Rawwas et al., (2018). The possible potential reason for insignificant impact of IWE between POP and CWB as moderator is due to involvement level and perception level of employees who engage in personal and self-interest protection at the cost of the organization or other stakeholders. It was also found that religious ethical moral values cannot prevent counterproductive behaviour. Conclusion The prime objective of the present research was to determine the influence of perception of organizational politics on negative behavioural outcomes of counterproductive work behaviour. The study also determined the relationship and influence of Islamic work ethics on counterproductive work behaviour as a moderator. The study was conducted on public sector employees of Pakistani universities (higher education sector) where internal political dilemmas that lead to negative outcomes were investigated. The study utilized SMART-PLS to analyze the collected data through PLS algorithm to examine Cronbach Alpha, composite reliability and AVE and bootstrapping method was utilized to determine the relationship between proposed constructs of the framework. The study found that perception of organizational politics positively and significantly influenced the counterproductive behaviour among employees of the higher education sector. A negative but insignificant relationship was found between IWE and CWB and moderating effect was not observed between POP and CWB. Therefore, H1 was accepted but H2 and H3 were rejected on statistical grounds. The major recommendation of this research is that the higher education public sector must develop strategies to minimize the negative impact of perception on organizational politics.





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