ABSTRACT
Organizational
Politics queues from the politics of daily experience as they desire to acquire
power over others. Power itself is the ability to influence others to do
something whether or not the follower likes it. In the organization, it takes
many forms, but not with the bicker that follow political officers, but with
the scheme that lend them to the quest to outwit the incumbent occupant of a
post. In practice, it looks very virulent, and so unattractive. However, to the
enterprise it gives room for competition which midwives innovation. Such
atmosphere cannot be said to be antagonistic. So, to an outsider,
organizational politics is a dirty game, but to the company, it has inherent
advantages. In this research, we have used both primary and secondary data. It
is an evaluative research design with in-depth analysis on the modus operandi
of organizational politics in both industrial and services sectors. Some of the
recommendations are: Activities of employees should be made to contribute
to goals harmonizing divergent views; management should not see
organizational politics as threats to continuity of the business, but should do
everything to address the complaints of employees; there should be laid down
steps to employee’s discipline, and not based on sentiments. Grapevine should not be discarded but
harmonized for effectiveness; organizational structure should be made to
contribute positively to organizational politics. In conclusion/findings, we
adduce that since organizational politics is not entirely condemned, it should
be channeled to such productive ends such that the organization stands to gain
from its practice at any time.
TABLE OF CONTENTS
Title Page…………………………………………………….…………..…i
Certification………………………………………………………..……….ii
Dedication…………………………………………………………..…….iii
Acknowledgement…………………………………………………………iv
Abstract…………………………………………………………………… v
CHAPTER ONE
INTRODUCTION
- Background of the Study……………..……………………….……… 1
- Statement of Problem…………………………………….………… 3
- Objectives of the Study ……..…………………..…….……..…….. 3
- Research Questions ….……………………………………………. 4
- The Significance of the Study………………………………………. 4
- Scope of the Study …………………………………………………. 5
- Limitations of the Study………………..…………………………… 5
- Definition of Terms………………………………………………… 6
References……………………………………………………..……. 7
CHAPTER TWO
REVIEW OF
RELATED LITERATURE
- Introduction…………………………………………………………..
8
2.1 Politics and
Promotions………………………………………….……12
2.2 Politics and Production
Pressures………………………………..…14
2.3 Politically in the
Government Hierarchy…………………………… 20
2.4 Psychology of Social
Behavior…………………………….……… 21
2.4.1 Socialization of the
Individual: The work of Scatter 1959……….…21
2.4.2 The Desire for Affiliation:
The Work of Geezers
and Walsh 1958………………………………………………….
23
- Perception of Persons: The Work of
Sarnoft
And Zimbardo1961……………………………..…………………
25
2.4.4 Forming Impressions of
People: The Work of Asch, 1946……….. 28
2.4.5 Use of Stereotypes: The
Work of Karlins 1969…………………… 31
2.4.6 Nature
and Measurement of Attitude: The Work of
Lambert and Lambert 1964…………………………….………… 33
2.5 Performance
Evaluation and Organization Politics………………..
34
2.6 Organizational
Politics as Seen By Thomas and Rogers………….
39
2.7 Organizational
Politics as Seen by Stephen P. Robbins……….….
42
2.8 Organizational
Politics and Power play in an Organization………
43
2.9 How
to Manage Organizational Politics in An Organization …….. 54
References………………………………………………………….
57
CHAPTER THREE
RESEARCH METHODOLOGY
3.0 Introduction…………………………………………………….… 60
3.1 Research
Design…………………………………………………… 60
3.2 Sources
of Data…………………………………………….………60
3.3 Population
of the Study………………………………………..….. 61
3.4 Sample
size Determination………………………………………… 61
3.5 Validation
of the Research Instrument……………………………. 62
3.6 Reliability
of Research Instrument…………………………..….…62
3.7 Method
of Data Analysis…………………………………………..62
CHAPTER FOUR
DATA ANALYSIS AND PRESENTATION
- Research Analysis………………………………………………….64
- Research Question 1……………………………………………….64
- Research Question 2……………………………………………….66
- Research Question 3…………………………………………….…67
- Research Question 4……………………………………………….68
- Research Question 5……………………………………………….70
- Research Question 6……………………………………………….71
- Presentation………………………………………………………. 76
CHAPTER
FIVE
SUMMARY OF
FINDINGS, DISCUSSION OF RESULTS, CONCLUSION AND RECOMMENDATION
- Summary of Findings……………………………………………… 77
- Discussion of Results……………………………………………… 77
- Conclusion………………………………………………………… 79
- Recommendations……………………………………………….. 79
- Suggestions for further studies………………………….…………. 81
Bibliography
……………………………………………………… 82
Appendix ………………………………………………………….. 84
Questionnaires……………………………………………………..
85
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Politics seeks
to govern a group of people with rules or regulations. It is the whole system
directed at acquiring power to rules. This process of acquiring power is
affected by a combination of many processes: democracy, autocracy, military, nepotism,
plutocracy, and aristocracy, anarchy.
Organizational politics earns from the general knowledge of
political culture in the outside society. It includes all that employee does to
rise from one step to another that effect promotions and all the policies
guiding employee rewards and discipline right from the day he is recruited to
the day he leaves the organization.
According to Robbins (1990:64), it is a continuous process
that sees employees develop personal tricks on reeling with employees, maneuvering
his way to the top echelon of power. According to him, it is a game of
intrigues meted against compatriots, demeaning them before higher authorities
or favor.
This makes organizational polities seems as warlike
phenomenon. But according to Otanka (1995:706), it is not all negative. In fact
he notes that it has more positive contribution to the organization. He
observes that it spurs every employee to be at alert to contribution his best
to the growth of the business for appreciation so glaring to be denied by the
higher authorities and everybody within the organization.
ORGANIZATIONAL POLITICS AND IMPACT ON ORGANIZATIONAL EFFECTIVENESS
