Organizational Politics and Job Outcomes: The Moderating Effect of Trust and Social Support

2010/11/01 by Eran Vigoda‐Gadot, Ilan Talmud · 196 citations
Business, Management and Accounting · Psychology · Social Sciences · #Affective events theory #Job Satisfaction and Organizational Behavior #Job attitude #Job performance #Job satisfaction #Nonprofit Sector and Volunteering #Organizational commitment #Perceived organizational support #Political science #Politics #Psychology #Social Capital and Networks #Social psychology #Social support

paper · doi:10.1111/j.1559-1816.2010.00683.x

published in Journal of Applied Social Psychology 40(11), 2829-2861 (Wiley)

openalex publication_date 2010/11/01 · openalex created_date 2025/10/10 · openalex updated_date 2026/07/30

Abstract

We propose a model for examining the moderating effect of trust and social support on the relationship between organizational politics and job outcomes. The model was tested empirically using data collected among 142 academics in one of Israel's major research universities. Findings based on interaction effects support the hypothesis that trust and social support are good moderators of the relationship between perceived organizational politics (POPs) and several job outcomes (i.e., job satisfaction, organizational commitment, stress, burnout). In other words, the potentially negative aftermaths of POPs can be controlled and reduced when trust and social support dominate the intra‐organizational climate. Theoretical and practical implications of the findings, as well as recommendations for future studies, are suggested.

Citations

• Market Uncertainty and the Social Character of Economic Exchange
• Social Capital in the Creation of Human Capital

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