Organisational Politics

8/8/2019 Organisational Politics

http://slidepdf.com/reader/full/organisational-politics 1/11



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



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.



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



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



Organizational Politics

Job SatisfactionJob involvement

Skill Variety

Job AutonomyFeedback

Age

Organization TenureSupervisory Status

Promotion Opportunity

SexSpan of control

Variables



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



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



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



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



Documents

Organisational Politics