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Shayan Iqbal
FACTORS OF
POLITICAL BEHAVIOR
•Individual
Factors
1
The high self-monitor is more sensitive to social
cues and is more likely to be skilled in political
behavior than the low self-monitor.
High self-monitor
Individuals with an internal locus of control are
more prone to take a proactive stance and attempt
to manipulate situations in their favor.
Internal locus of control
Machiavellian personality
The Machiavellian personality is comfortable
using politics as a means to further his/her self-
interest.
Organizational Investment
The more that a person
has invested and the
more a person has to
lose, the less likely
he/she is to use
illegitimate means.
Perceived job alternatives
 The more alternative job
opportunities an individual
has, a prominent reputation,
or influential contacts outside
the organization, the more
likely he/she will risk
illegitimate political actions.
Expectations of success
A low expectation of
success in using
illegitimate means
diminishes the
probability of its use.
•Organizational
Factors
2
Reallocation of resources
 When an organization’s resources are declining, when the existing pattern of resources is changing, and when there is an
opportunity for promotions, politics is more likely to surface.
 When organizations downsize to improve efficiency, people may engage in political actions to safeguard what they have.
Promotion decisions have consistently been found
to be one of the most political in organizations.
Promotion Opportunities
Low trust
The less trust there is within the
organization, the higher the level
of political behavior and the more
likely it will be illegitimate.
Role ambiguity means that the prescribed behaviors of the employee are not clear.
There are fewer limits to the scope and functions of the employee’s political actions.
The greater the role ambiguity, the more one can engage in political activity with little
chance of it being visible.
Role ambiguity
Subjective criteria in the appraisal process; Subjective performance criteria create ambiguity.
Single outcome measures encourage doing whatever is necessary to “look good.”
The more time that elapses between an action and its appraisal, the more unlikely that the
employee will be held accountable for his/her political behaviors.
Unclear performance evaluation system
zero-sum reward
practice
 The zero-sum approach treats the reward “pie”
as fixed so that any gain one person or group
achieve has to come at the expense of another
person or group. If I win, you must lose!
Democratic decision making
 Making organizations less autocratic by asking managers
to behave more democratically is not necessarily
embraced by all individual managers.
 Sharing their power with others runs directly against
some managers’ desires.
 The result is that managers, especially those who began
their careers in the 1950s and 1960s* may use the
required committees, conferences, and group meetings in
a superficial.
The more pressure that employees feel to perform well, the more likely they are to
engage in politicking.
If a person perceives that his or her entire career is riding on the next “whatever,” there
is motivation to do whatever is necessary to make sure the outcome is favorable.
High performance pressure
Self serving senior managers
When employees see top
management
successfully engaging in
political behavior, a
climate is created that
supports politicking.

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FACTORS OF POLITICAL BEHAVIOR

  • 2.
  • 4. The high self-monitor is more sensitive to social cues and is more likely to be skilled in political behavior than the low self-monitor. High self-monitor
  • 5. Individuals with an internal locus of control are more prone to take a proactive stance and attempt to manipulate situations in their favor. Internal locus of control
  • 6. Machiavellian personality The Machiavellian personality is comfortable using politics as a means to further his/her self- interest.
  • 7. Organizational Investment The more that a person has invested and the more a person has to lose, the less likely he/she is to use illegitimate means.
  • 8. Perceived job alternatives  The more alternative job opportunities an individual has, a prominent reputation, or influential contacts outside the organization, the more likely he/she will risk illegitimate political actions.
  • 9. Expectations of success A low expectation of success in using illegitimate means diminishes the probability of its use.
  • 11. Reallocation of resources  When an organization’s resources are declining, when the existing pattern of resources is changing, and when there is an opportunity for promotions, politics is more likely to surface.  When organizations downsize to improve efficiency, people may engage in political actions to safeguard what they have.
  • 12. Promotion decisions have consistently been found to be one of the most political in organizations. Promotion Opportunities
  • 13. Low trust The less trust there is within the organization, the higher the level of political behavior and the more likely it will be illegitimate.
  • 14. Role ambiguity means that the prescribed behaviors of the employee are not clear. There are fewer limits to the scope and functions of the employee’s political actions. The greater the role ambiguity, the more one can engage in political activity with little chance of it being visible. Role ambiguity
  • 15. Subjective criteria in the appraisal process; Subjective performance criteria create ambiguity. Single outcome measures encourage doing whatever is necessary to “look good.” The more time that elapses between an action and its appraisal, the more unlikely that the employee will be held accountable for his/her political behaviors. Unclear performance evaluation system
  • 16. zero-sum reward practice  The zero-sum approach treats the reward “pie” as fixed so that any gain one person or group achieve has to come at the expense of another person or group. If I win, you must lose!
  • 17. Democratic decision making  Making organizations less autocratic by asking managers to behave more democratically is not necessarily embraced by all individual managers.  Sharing their power with others runs directly against some managers’ desires.  The result is that managers, especially those who began their careers in the 1950s and 1960s* may use the required committees, conferences, and group meetings in a superficial.
  • 18. The more pressure that employees feel to perform well, the more likely they are to engage in politicking. If a person perceives that his or her entire career is riding on the next “whatever,” there is motivation to do whatever is necessary to make sure the outcome is favorable. High performance pressure
  • 19. Self serving senior managers When employees see top management successfully engaging in political behavior, a climate is created that supports politicking.