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- Title
How career plateau beliefs and leader interpersonal unfairness harm job performance in dysfunctional organizational settings.
- Authors
De Clercq, Dirk; Haq, Inam Ul; Azeem, Muhammad Umer; Hassan, Amna
- 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.
- Subjects
JOB performance; ATTRIBUTION (Social psychology); SOCIAL exchange; CAREER development; PLATEAUS
- Publication
Canadian Journal of Administrative Sciences (John Wiley & Sons, Inc.), 2020, Vol 37, Issue 3, p197
- ISSN
0825-0383
- Publication type
Article
- DOI
10.1002/cjas.1560