Organisational Politics
Transcript of Organisational Politics
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Organizational Politics
An attempt to study the organizational
perceptions using a survey conducted in:
Tata Consultancy Services, a major IT solution
provider in the world
Engineers India Ltd., a Public sector companywhich specializes in providing consultancy to
various Petroleum and lately, construction
companies
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Tata Consultancy Services Ltd. Engineers India Ltd.
Among 60 employees working
at the Delhi Office
Among 33 employees working
at the Head Office.
Conducted online through aform
Conducted on paper
Males 36, Females 24
Age Group: 22 28 Yrs
Males 31, Females 2
Age Group: 28 59 Yrs
Survey Details
The results were then tabulated into an excel sheet.The sample is a good mix of low, mid and senior level
employees of both the organizations.
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General belief Behavior in & of organizations is oftenpolitical in nature. Some conceptual and empiricalresearch has supported these notions.
Primarily focus On the conditions under which politicalbehavior occurs and the nature and consequences of specific types of political behaviors for individual andorganizational outcomes.
Virtually ignored Systematic inquiry into organizationalpolitics perceptions i.e. the factors that contribute toemployees perceiving a work environment as political innature and the consequences of forming such
perceptions on individual attitudes and behavior.
Background
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Underlying Factors
Major variables for measuring organizational politics.
Organizational Influences Consist of centralization,
formalization, hierarchical level and span of control
Formalisation
Perception of Politics Hierarchy Level
Span of Control
Centralisation
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Organizational Politics
Job SatisfactionJob involvement
Skill Variety
Job AutonomyFeedback
Age
Organization TenureSupervisory Status
Promotion Opportunity
SexSpan of control
Variables
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Supervisor Behavior
Coworker and clique behavior
Organization policies and Practices
± Coworker and clique behavior factors includes:
W
ork Group Cohesion, Span of control, andformalization
± Organization polices and practices includes
opportunity for promotion
Factors
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EIL TCS
Survey yielded following results:
Employees are encouraged to speak freely
even if they are critical of well-established
ideas.
Supervisors do not look for personal gains
while helping juniors.
Very few employees feel that there exists an
influential group in the department that noone should cross.
Most employees disagree that The
performance appraisals/ratings reflect more of
the supervisors own agenda than the actual
performance of the employee.
Survey had the following results:
In TCS as well, employees are encouraged to
speak freely even if they are critical of well-
established ideas.
However, many felt that Supervisors do look
for personal gains while helping juniors.
Sizeable number of employees feel that there
exists an influential group in the departmentthat no one should cross.
Similar to EIL, here also employees disagree
that The performance appraisals/ratings reflect
more of the supervisors own agenda than
the actual performance of the employee.
Supervisor Behaviour
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EIL TCS
Rewards come to those who work hard.
Half of them think that people who have
left this organization did so because theyrealized that just working hard was not
enough to get ahead
Most people agree that people who are
willing to voice their position seem to do
better here than those who dont.
Some employees believe that when
objective standards are not specified, it is
common to see many people trying to
define standards to meet their needs
Rewards come to those who work hard.
Very few thought that people who have
left this organization did so because theyrealized that just working hard was not
enough to get ahead
Most people agree that people who are
willing to voice their position seem to do
better here than those who dont.
Half of the employees believe that when
objective standards are not specified, it is
common to see many people trying to
define standards to meet their needs
Supervisor Behaviour
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EIL S
Survey has yielded the following results:
Greater work Cohesion as employees
believe that their co-workers are honest
and forth coming in helping.
Less span of control as there are no
cliques or in-groups that hinder
effectiveness.
Greater formalizations as the selection
system only those people who perform well
and favoritism has little role to play in it.
Survey showed the following results:
Lower work cohesion among employees
as less than half of them believed that their
co-workers help because they really care.
Higher span of control as there exists gap
between perceptions lower and senior
management.
Greater formalizations as the selection
system only those people who perform well
and favoritism has little role to play in it.
Coworker and Clique Behavior
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