rganizational politics are ubiquitous and have widespread effects oncritical processes (e.g., performance evaluation, resource allocation,and managerial decision making) that influence organizationaleffectiveness and efficiency (Kacmar& Baron, 1999). Employeesmay engage in some legitimate, organizationally sanctioned politicalactivities that are beneficial to work groups and organizations. For example, managers who are ³good politicians´ may develop largebases of social capital and strong networks that allow them toincrease the resources that are available to their subordinates.
nthe other hand, employees also demonstrate a number of illegitimatepolitical activities (e.g., coalition building, favoritism-based pay andpromotion decisions, and backstabbing) that are strategicallydesigned to benefit, protect, or enhance self-interests, often withoutregard for the welfare of their organization or coworkers. Therefore,organizational politics are often viewed as a dysfunctional, divisiveaspect of work environments. The current article focuses onunderstanding how employees¶
of illegitimate, self-serving political activities (viz., perceptions of organizational politics)influence individual-level work attitudes and behaviors.