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Perceived organizational politics and turnover intentions: critical roles of social adaptive behavior and emotional regulation skills

Published online by Cambridge University Press:  21 June 2021

Dirk De Clercq Open the ORCID record for Dirk De Clercq [Opens in a new window] ,
Muhammad Arshad Khan  and
Inam Ul Haq
Dirk De Clercq*
Affiliation:
Goodman School of Business, Brock University, St. Catharines, Ontario L2S 3A1, Canada
Muhammad Arshad Khan
Affiliation:
National Bank of Pakistan, NBP Building، I.I Chundrigar Rd, City Railway Colony, Karachi, Pakistan
Inam Ul Haq
Affiliation:
School of Business, Monash University Malaysia, 47500 Bandar Sunway, Selangor Darul Ehsan, Malaysia
*
Author for correspondence: Dirk De Clercq, E-mail: ddeclercq@brocku.ca
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Abstract

With a basis in conservation of resources theory, this study investigates how social adaptive behavior might mediate the relationship between employees' perceptions of organizational politics and their turnover intentions, as well as a buffering role of their emotional regulation skills as a critical personal resource. Data collected from employees in the food sector reveal that beliefs about dysfunctional political games spur turnover intentions, driven by employees' unwillingness to adjust themselves to the actions of their organizational colleagues. This mediating role of social adaptive behavior, or its lack, is less salient when employees have a greater ability to control their own emotions though. For organizations, this study accordingly pinpoints a key mechanism—a reluctance to accommodate other members' preferences—by which perceived organizational politics can escalate into a desire to leave the organization. It also reveals how this mechanism can be better contained by employees' ability to remain calm, even in difficult situations.

Keywords

Conservation of resources theoryemotional regulation skillsperceptions of organizational politicssocial adaptive behaviorturnover intentions
Type
Research Article
Information
Journal of Management & Organization , Volume 29 , Issue 2 , March 2023 , pp. 247 - 265
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2021

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