Effect of Perceived Organizational Politics and Core Self Evaluation on Turnover Intention: A South Asian Perspective

Mehwish Javed, Muhammad Abrar, Mohsin Bashir, Milha Shabir

Abstract


Previously a great stream of research is available on perceptions of organizational politics and its harmful aftermaths at workplace. Now a day’s scholarly attention diverts from aftermaths to search out for moderators or mediators that could reduce the harmful effects of POP at workplace outcomes. The purpose current study carries in itself is to explore the combined effects of perception of organizational politics and core self-evaluation on the work outcome of turnover intention.  The present research also focuses on the use of a moderator named as core self-evaluation in the relationship of perception of organizational politics and turnover intention. In our study a sample size of 100 respondents were taken from the health sector of 3rd largest city of Pakistan, named Faisalabad, through this study we want to explore the main effects that POP and CSE could have on turnover intention for this purpose self-administered surveys were conducted by using a questionnaire having a number of 27 items in it. In this research we analyzed the data by using SPSS software. As hypothesized, that Perceived organizational politics had a significant positive relationship with turnover intentions but the results for CSE were not significantly support the hypothesis. As hypothesized, negative relationship exists between perception of organizational politics and turnover intention was weaker when core self-evaluation was high.


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DOI: https://doi.org/10.5296/ijhrs.v4i2.5791

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