El eslabón perdido entre prácticas laborales de alto rendimiento y percepción de la política organizacional

RIAZ, ADNAN; BATOOL, SAIMA; SAAD, MOHD SHAMSURI MD

doi:10.1590/S0034-759020190202

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ARTICLES • Rev. adm. empres. 59 (2) • Mar-Apr 2019 • https://doi.org/10.1590/S0034-759020190202 copiar

El eslabón perdido entre prácticas laborales de alto rendimiento y percepción de la política organizacional

Autoría SCIMAGO INSTITUTIONS RANKINGS

RESUMEN

Una vasta mayoría de investigaciones caracteriza a las políticas organizacionales como un fenómeno aversivo, por consiguiente, recomendado para explorar los factores para minimizar la intensidad. Este estudio intenta primariamente analizar el papel de las prácticas laborales de alto rendimiento (high performance work practices [HPWPs]) en controlar las políticas organizacionales. La influencia moderadora de personalidades maquiavélicas también se evaluó en HPWPs para la relación de políticas percibidas. A través de una encuesta con cuestionario, se obtuvieron 243 respuestas de ingenieros que trabajan en el área industrial local. Los resultados presentados mostraron una relación inversa entre HPWPs y la percepción de la política organizacional. Asimismo se corroboró el papel moderador del maquiavelismo. El debate y las implicaciones prácticas se presentan con base en los resultados del estudio.

PALABRAS CLAVE
Prácticas laborales de alto rendimiento; maquiavelismo; percepción de la política organizacional; sector de ingeniería; estudio retrasado

Constructs and items	Standardized factor loadings	AVE	MSV	α	CR
Perceived organizational politics (POP)		0.73	0.29	0.97	0.97
Favoritism rather than merit determines who gets ahead around here.	0.88
There is no place for yes-men around here: good ideas are desired even when it means disagreeing with superiors. (R)	0.87
Employees are encouraged to speak out frankly even when they are critical of well-established ideas. (R)	0.81
There has always been an influential group in this department that no one ever crosses.	0.83
People here usually don't speak up for fear of retaliation by others.	0.81
Rewards come only to those who work hard in this organization. (R)	0.83
Promotions in this department generally go to top performers. (R)	0.86
People in this organization attempt to build themselves up by crossing others.	0.83
I have seen changes made in policies here that only serve the purposes of a few individuals, not the work unit or the organization.	0.86
There is a group of people in my department who always get things their way because no one wants to challenge them.	0.86
I can't remember when a person received a pay increase or a promotion that was inconsistent with the published policies. (R)	0.90
Since I have worked in this department, I have never seen the pay and promotion policies applied politically. (R)	0.90
Machiavellian personality (Mach)		0.80	0.29	0.95	0.95
Never tell anyone the real reason you did something unless it is useful to do so.	0.89
It is wise to flatter important people.	0.88
It is hard to get ahead without cutting corners here and there.	0.91
The best way to handle people is to tell them what they want to hear.	0.89
Anyone who completely trusts anyone else is asking for trouble.	0.90
High performance work practices (HPWPs)		0.62	0.10	0.97	0.97
Great effort is taken to select the right person.	0.84
Long-term employee potential is emphasized.	0.80
Considerable importance is placed on the staffing process.	0.80
Very extensive efforts are made in selection.	0.77
Extensive training programs are provided for individuals in customer contact or front-line jobs.	0.72
Employees in customer contact jobs will normally go through training programs every few years.	0.77
There are formal training programs to teach new hires the skills they need to perform their job.	0.78
Formal training programs are offered to employees in order to increase their promo ability in this organization.	0.79
Employees have few opportunities for upward mobility. (R)	0.78
Employees do not have any future in this organization. (R)	0.81
Promotion in this organization is based on seniority. (R)	0.82
Employees have clear career paths in this organization.	0.77
Employees in customer contact jobs who desire promotion have more than one potential position they could be promoted to.	0.78
Employees in this job can be expected to stay with this organization for as long as they wish	0.78
Job security is almost guaranteed to employees in this job.	0.76
The duties in this job are clearly defined.	0.79
This job has an up-to-date description.	0.87
The job description for a position accurately describes all of the duties performed by individual employees.	0.80
Performance is more often measured with objective quantifiable results.	0.75
Performance appraisals are based on objective quantifiable results.	0.80
Employee appraisals emphasize long term and group-based achievement.	0.76
Individuals in this job receive bonuses based on the profit of the organization.	0.86
There is close tie or matching of pay to individual/group performance.	0.79
Employees in this job are often asked by their supervisor to participate in decisions.	0.72
Individuals in this job are allowed to make decisions.	0.75
Employees are provided the opportunity to suggest improvements in the way things are done.	0.76
Supervisors keep open communications with employees in this job.	0.85

		Mean	Std. deviation	1	2	3	4	5
1	Income	3.61	1.26	1
2	Service duration	3.04	0.89	-0.393^ p<0.05;	1
3	POP	3.62	0.66	-0.006	-0.101	(0.85)
4	Mach	3.73	0.85	-0.018	-0.017	0.514^ p<0.05;	(0.80)
5	HPWPs	3.55	0.064	0.019	-0.114	-0.274^ p<0.05;	-0.312^ p<0.05;	(0.79)

	Perception of politics
	β	ΔR²
Step 1
Income	-0.052
Service duration	-0.001	0.010
Step 2
Income	-0.056
Service duration	-0.002
Mach	0.364^* ***** p<0.001.
HPWPs	-0.144^* * p<0.05;	0.28^* ***** p<0.001.
Step 3
Income	-0.068
Service duration	0.017
Mach	0.274^* ***** p<0.001.
HPWPs	-0.372^* ***** p<0.001.
HPWPs x Mach	0.352^* ***** p<0.001.	0.099^* ***** p<0.001.

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