Index
Power, Politics, and Political Skill in Job Stress
ISBN: 978-1-78743-066-2, eISBN: 978-1-78743-065-5
ISSN: 1479-3555
Publication date: 14 August 2017
This content is currently only available as a PDF
Citation
(2017), "Index", Power, Politics, and Political Skill in Job Stress (Research in Occupational Stress and Well Being, Vol. 15), Emerald Publishing Limited, Leeds, pp. 165-171. https://doi.org/10.1108/S1479-355520170000015007
Publisher
:Emerald Publishing Limited
Copyright © 2017 Emerald Publishing Limited
INDEX
Achieved status
, 86–87
See also Social status
Action Theory
, 139
Aggressive political behavior
, 63
Albrecht, S. L.
, 5, 7
Alfes, K.
, 39
Allocation process, resources
, 141–142
Allostatic Load model
, 3
American Dream
, 85
Antisocial behavior
, 94
Ascribed status
, 84–85
See also Social status
Ashforth, B. E.
, 83, 91
Attributes, employees
, 119–120
Attribution theory
, 119–120
Availability
, 10–11, 41–42
defined
, 41
negative politics perception and
, 12
See also Psychological conditions, to engagement
Aversive events
, 143
Bakker, A. B.
, 93
BAS. See Behavioral Activation System (BAS)
Beehr, T. A.
, 3
Behavioral Activation System (BAS)
, 87, 90
Behavioral Inhibiting System (BIS)
, 87–88, 94, 96, 98
Behavioral mimicry
, 93
Behavioral-related outcomes, of powerlessness
, 92–94
antisocial
, 94
prosocial
, 92–93
withdrawal
, 93
Benevolent political will
, 89
Bentley, J.
, 88
BIS. See Behavioral Inhibiting System (BIS)
Black-box mechanisms
, 37
Blacksher, E.
, 86
Bongers, P. M.
, 142
Boundary conditions
MLX
, 20–21
political skills
, 19–20
Cairns, D. R.
, 94
Casrellucci, F.
, 84
Cavanaugh, M. A.
, 3
CEO succession
, 109–110
Chartrand, T. L.
, 93
Conceptual model
, 107
test of
, 126
Conservation of resources (COR) theory
, 138
Control
, 142–144
aversive events
, 143
demand-strain relationship
, 142–143
effort-distress model
, 144
lack of
, 142
minimax principle
, 143
objective
, 144
primary
, 143–144
secondary
, 143–144
Coping
with negative politics perceptions
, 13–17
disengagement
, 15–16
increasing engagement
, 16–17
loss of engagement
, 14
narrowing of engagement
, 14–15
with positive politics perceptions
disengagement
, 17–18
engagement
, 18–19
COR. See Conservation of resources (COR) theory
Corporate entrepreneurship
, 110–111
Cropanzano, R.
, 13
de Boer, E. M.
, 93
de Lange, A. H.
, 142
deCharm, R.
, 91
Disengagement
, 11–12
concept
, 11
in coping
with negative politics perception
, 15–16
with positive politics perceptions
, 17–18
state of
, 15
temporary
, 16
withdrawal behaviors
, 12
Distress
, 4
Drory, A.
, 63, 65
Dulebohn, J. H.
, 54–55
Durable resources
, 140
Edmondson, A.
, 40
Effort
, 139
Effort-distress model
, 144
Effort-reward imbalance model
, 61
Eldor, L.
, 39
Elsass, P. M.
, 92
Emotion-focused coping
, 4
Emotional intelligence
, 65–67, 70
Employee engagement. See Engagement
Employees
attributes
, 119–120
negative affectivity (NA)
, 120
participation in change process
, 121–122
political skill
, 122–124
POPs and stress
, 120–124
See also Disengagement; Engagement; Politics; Resources
Energy
, 139–140
Engagement
, 10–11, 38–39
absorbed state of
, 22
definitions
, 10, 15, 38
emotional attachment
, 11
in coping
with negative politics perception
, 14–15, 16–17
with positive politics perceptions
, 18–19
JD-R model. See Job Demands-Resources (JD-R) model
psychological conditions to
, 10–11, 39–42
well-being and
, 22
Entrepreneurship. See Corporate entrepreneurship
Eustress
, 4, 17
Executive political skills
, 117–118
Expectancy theory
, 10
Expendable resources
, 139
External resources
, 139
Falbe, C. M.
, 57
Fedor, D. B.
, 8, 36
Feedback process
, 42, 43
Ferris, G. R.
, 16, 52, 54–56, 60
FFFS. See Fight-Flight-Freeze System (FFFS)
Fight-Flight-Freeze System (FFFS)
, 87, 90
Fixed internal resources
, 140
Folkman, S.
, 3
Frankenhaeuser, M.
, 144
Galinsky, A. D.
, 83–84, 85
Grawitch, M. J.
, 151
Halbesleben, J. R. B.
, 38–39
Hale, J. A.
, 89
Harrell-Cook, G.
, 54–55
Harris, K. J.
, 63
Havel, Vaclevel
, 82
Heightened engagement
, 16
Hill, S.
, 7
Hochwarter, W. A.
, 35–36, 144, 154
Homophily
, 86
Houtman, I. L.
, 142
Ibarra, H.
, 86
Impression management
, 58
Influence tactics
, 57–58
Integrated politics
, 19
Internal goal
, 145
Internal resources
, 139
Interpersonal resources
, 140–141
Intimidation and pressure
, 53
emotional intelligence and
, 65–67
political skills and
, 67–68
strain and
, 63–64
stress and
, 61–71
use of
, 53
JD-R. See Job Demands-Resources (JD-R) model
Job Demands-Resources (JD-R) model
, 13, 38, 142, 144, 145
Job involvement
, 16
Johansson, G.
, 144
Kacmar, C.
, 144
Kacmar, K. M.
, 16, 63
Kahn, K. W.
, 39–40, 41, 42
Kapoutsis, I.
, 88
Karatepe, O. M.
, 39
Keyes, C. L. M.
, 21
Kiewitz, C.
, 40, 41
Kipnis, D.
, 57
Kompier, M. A.
, 142
Kroon, D.
, 109
KSAOs
, 140
Lakin, J. L.
, 93
Landells, E. M.
, 5, 7
Lazarus, R. S.
, 3
Leader-member exchange (LMX)
, 18, 20–21
Leadership
executive political skills
, 117–118
middle managers
, 118–119
Leary, M. R.
, 92
Lewin, K.
, 55
Li, J.
, 37, 40
Lillie, M.
, 83
Lin, N.
, 87
Liu, Y.
, 63
LMX. See Leader-member exchange (LMX)
Low levels of engagement
, 14
M&A. See Mergers and acquisitions (M&A)
Macey, W. H.
, 38
Magee, J. C.
, 83–84, 85
Maslach, C.
, 154
May, D. R.
, 40, 41
Meaningfulness
, 10, 41
See also Psychological conditions, to engagement
Meisler, G.
, 63, 65
Mergers and acquisitions (M&A)
, 108–109
Meriac, J.
, 7
Meurs, J. A.
, 144
Middle managers
, 118–119
Mikolajczak, M.
, 66
Minimax principle
, 143
Minorities
, 85
Mintzberg, H.
, 35, 54, 56, 96
Moderating role
employee attributes
, 119–120
leadership
, 117–119
Monin, P.
, 109
Motivations
, 88
in RST framework
, 89
Narrowing of engagement
, 14–15
Negative affectivity (NA)
, 120
Negative politics perceptions
, 4, 5, 35
concept
, 6–7
coping with
, 13–17
distrust and
, 15
psychological availability and
, 12
typology
, 7
Newman, J. E.
, 3
Noorderhaven, N.
, 109
Organizational changes
, 107–111
CEO succession
, 109–110
conceptual model
, 107
corporate entrepreneurship
, 110–111
mergers and acquisitions (M&A)
, 108–109
overview
, 106–107
sensemaking
, 106–107, 111–113
uncertainty and
, 113–114
Organizational constraints
, 150
Organizational performance
, 128
Organizational politics. See Politics
Organizational resource control systems
, 148–149
Organizational resources
, 141
Outside stakeholders
, 128
Padlock model
, 88
Papalexandris, A.
, 88
Perceptions of politics (POP)
, 55–56
coping with
, 8–12
definition
, 54–55
detrimental effects of
, 37
employee stress
, 120–124
model of
, 55–56
negative outcome
, 56
organizational change and
, 108
organizational performance
, 128
outside stakeholders as a moderator
, 128
sensemaking theory
, 107
subjective
, 55
transcendence
, 127
uncertainty and
, 107, 114–117
Perrewé, P. L.
, 57, 95, 144, 154
Personal resources
, 140
Personality traits
, 89
Pfeffer, J.
, 54, 56
Piazza, A.
, 84
Piedmont, R. L.
, 127
Political acts at workplace
, 63
Political behavior
, 57–58
aggressive
, 63
as strategy to control resource
, 153–154
definitions
, 54
impression management
, 58
influence tactics
, 57–58
stress-related outcomes of
, 52–53
Political climate
development of
, 126–127
dimensions of
, 36
employee engagement and
, 38–39
See also Engagement
negative
, 37
positive
, 36–37
strategies fostering
, 42–43
Political skills
, 19–20, 56–57
as antidote to stress/strains
, 52, 57
as coping mechanism
, 67
deficiencies
, 97
defined
, 6, 56, 154
employees
, 122–124
executive
, 117–118
facets
, 56
higher levels of
, 97
intra-personal conditions
, 95
mitigating role of
, 67
resource control perspective
, 154
RST and
, 94–98
Political will
, 87–91
benevolence
, 89
concept
, 87–88
motivations
, 88
RST and
, 89–90
self-serving
, 88
Politics
as negative phenomenon
, 52, 54
as resource control strategy
, 153–154
as yin and yang
, 4–5
conceptualization of
, 34, 36–37
definition of
, 35
detrimental impact
, 34
in stress framework
, 4
outcomes of
, 37–42
perceptions of. See Perceptions of politics (POP)
positive aspects
, 55
Positive politics
at individual level
, 36
defined
, 35–36
Positive politics perceptions
, 4, 7–8
as stressor
, 17–19
coping with
, 17–19
Power
, 82
as resource control strategy
, 153–154
social status and
, 84
Powerlessness
, 82–83
behavioral-related outcomes
, 92–94
outcomes of
, 91–94
RST and adaptability to
, 94–98
sensitivity to conditions of
, 87–91
sociological influences
, 83–87
stress-related outcomes
, 91–92
theoretical implications
, 98–99
Pressure. See Intimidation and pressure
Primary control
, 143–144
Problem-focused coping
, 4
Prosocial behavior
, 92–93
Psychological conditions, to engagement
, 39–42
availability
, 10–11, 41–42
meaningfulness
, 10, 41
safety
, 10, 40
Psychological mechanisms
, 37–38
Psychological needs
, 37
Qualitative workload
, 151
Quantitative workload
, 151
Reinforcement sensitivity theory (RST)
, 87
adaptability to powerlessness
, 94–98
political will and
, 88–89
Research and development (R&D)
, 111
Resource control
, 144–154
organizational resource control systems
, 148–149
perception of
, 144
resource management
, 147–148
strategies
, 153–154
stressors
, 149–153
organizational constraints
, 150
role ambiguity and conflict
, 150–151
social
, 152–153
workload
, 151–152
Resource management
, 147–148
Resources
allocation process
, 141–142
defined
, 138–139
external
, 139
internal
, 139
interpersonal
, 140–141
nature of
, 138–141
organizational
, 141
personal
, 140
time
, 140, 141
Role ambiguity
, 150–151
Role conflict
, 150–151
Rosen, C. C.
, 37, 63, 154
Ross, C. E.
, 86
Rothbaum, F.
, 143
Ryff, C. D.
, 21
Safety
, 10, 37, 40
See also Psychological conditions, to engagement
Sastry, J.
, 86
Schaufeli, W. B.
, 93
Schultheiss, O. C.
, 89
Secondary control
, 143–144
Self-determination theory
, 11, 37
Self-serving behavior
, 7, 13
Self-serving political will
, 89
Sensegiving
, 111–113, 116
Sensemaking
as active process
, 122
as social process
, 115
defined
, 6
organizational changes
, 106–107, 111–113
Shantz, A.
, 39
Siegrist, J.
, 62
Smart Richman, L.
, 92
Snyder, S. S.
, 143
Soane, E.
, 39
Social capital
, 86
Social hierarchy
, 84, 86
Social network theory
, 86
Social status
achieved
, 85–86
ascribed
, 85
defined
, 84
power and
, 84
social hierarchy and
, 84
Social stressors
, 152–153
Socioeconomic status (SES)
, 86
See also Social status
Sociological influences, of powerlessness
, 83–87
Sommer, K. L.
, 92
Stakeholders. See Outside stakeholders
Status. See Social status
Strain
, 61–62
intimidation and pressure
, 63–64
Strategic politics
, 19
Strategies
coping. See Coping
for positive political climate
, 42–43
resource control
, 153–154
Strelan, P.
, 83
Stress
, 61–62
control and. See Control
emotional intelligence and
, 65–67
intimidation and pressure
, 61–71
perceptions of politics (POP)
, 120–124
political skills and
, 67–68
Stress framework
, 3
Stress process
, 3–4
Stress-related outcomes, of powerlessness
, 91–92
Stressors
, 3
challenge
, 3–4
coping strategies
, 4
hindrance
, 4
negative politics perceptions as
, 12–17
positive politics perceptions as
, 17–19
resource control
, 149–153
organizational constraints
, 150
role ambiguity and conflict
, 150–151
social
, 152–153
workload
, 151–152
workplace
, 3–4
Supervisors
impression management by
, 58
influence tactics by
, 57–58
See also Intimidation and pressure
Surveys
, 42, 43
Syroit, J. E.
, 93
Taoism. See Yin and yang
Taris, T. W.
, 142
Temporary disengagement
, 16
Test of model
, 126
Thomas, A.
, 7
Time
, 139, 140, 141
Training and development programs
, 43
Transactional model
, 3
Transcendence
, 127
Treadway, D. C.
, 88, 95
Truss, C.
, 39
Uncertainty
organizational changes and
, 113–114
perceptions of politics (POP)
, 107, 114–117
Vaara, E.
, 109
Veiga, J. F.
, 92
Vigoda, E.
, 13, 55
Volatile resources
, 139
Vroom, V. H.
, 10
Warburton, W. A.
, 94
Weick, K.
, 6
Weisz, J. R.
, 143
Well-being
, 21–22
Williams, K. D.
, 92, 94
Withdrawal behavior
, 94
Women
, 85
Work role
engagement to
, 10–11
physical investment into
, 11
Work-family conflict
, 151
Workload
, 151–152
qualitative
, 151
quantitative
, 151
Workshops
, 42, 43
Yin and yang
, 4–5
Yukl, G.
, 57
- Prelims
- All Roads Lead to Well-Being: Unexpected Relationships Between Organizational Politics Perceptions, Employee Engagement, and Worker Well-Being
- Positive Politics, Negative Politics, and Engagement: Psychological Safety, Meaningfulness, and Availability as “Black Box” Explanatory Mechanisms
- Stress, Psychological Strain, and Reduced Organizational Effectiveness: The Destructive Consequences of the Use of Intimidation and Pressure by Supervisors
- Sensitivity and Adaptability in the Face of Powerlessness: The Roles of Political Will and Political Skill within the Experience of Powerlessness and its Impact on Stress-Related Outcomes
- Organizational Change, Uncertainty, and Employee Stress: Sensemaking Interpretations of Work Environments and the Experience of Politics and Stress
- Puppet or Puppeteer? The Role of Resource Control in the Occupational Stress Process
- About the Authors
- Index