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How career plateau beliefs and leader interpersonal unfairness harm job performance in dysfunctional organizational settings |
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| Authors: | Dirk De Clercq Inam Ul Haq Muhammad Umer Azeem Amna Hassan |
| Institution: | 1. Brock University, Canada;2. Monash University, Malaysia;3. University of Management and Technology, Pakistan;4. Riphah International University, Pakistan |
| Abstract: | Building on social exchange theory and attribution theory, this study unpacks the relationship between employees' perceptions of organizational politics and job performance, considering the mediating effect of career plateau beliefs and the moderating effect of leader interpersonal unfairness. The findings provide empirical support for the theoretical predictions. An important reason for which perceptions of dysfunctional organizational politics reduce job performance is that employees develop beliefs that opportunities for their career development are limited. This mediating role of career plateau beliefs is particularly salient to the extent that employees are exposed to organizational leaders who treat them with disrespect. Organizations can mitigate the risk that highly politicized decision-making processes lead to negative performance outcomes by stimulating fair interpersonal relationships. |
| Keywords: | attribution theory career plateau job performance leader interpersonal unfairness organizational politics social exchange theory politique organisationnelle plafonnement professionnel rendement au travail injustice interpersonnelle des leaders théorie des échanges sociaux théorie de l'attribution |