Organizational Politics and HRM Role

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Introduction 

Organizational politics is the process of using power and influence to achieve one's goals in an organization (Ferris and King, 1991; Pfeffer, 1992). It can be a healthy and productive force, but it can also be destructive and harmful (Mintzberg, 1983; Yukl, 2010). HR plays a critical role in shaping and managing organizational politics (Boxall and Purcell, 2003; Ivancevich, Konopaske, and Matteson, 2014).

How bad is organizational politics?

Organizational politics can have both positive and negative consequences (Ferris and King, 1991; Kacmar and Ferris, 1993). On the positive side, it can help to:

• Promote innovation and creativity (DeNisi, Hatfield, and Smith, 1983; Neuman and Baron, 1998).
• Facilitate decision-making and problem-solving (Pfeffer, 1992; Yukl, 2010).
• Build consensus and promote cooperation (Mintzberg, 1983; Robbins and Judge, 2017).
• Help to identify and develop leaders (Boyatzis, 2008; Conger and Hickman, 1999).

However, organizational politics can also have negative consequences, such as:

• Reduced employee morale and productivity (Kacmar and Ferris, 1993; Neuman and Baron, 1998).
• Increased turnover and absenteeism (Ferris and King, 1991; Kacmar and Ferris, 1993).
• Unfair and unethical decision-making (Pfeffer, 1992; Yukl, 2010).
• A culture of fear and distrust (Mintzberg, 1983; Robbins and Judge, 2017).

Signs - presence of organizational politics

A culture of secrecy and mistrust. When employees feel like they can't trust each other or that they need to keep secrets to get ahead, it's a sign that organizational politics is at play.

A lack of transparency in decision-making. When employees don't know how or why decisions are made, it can lead to feelings of frustration and resentment. This can create an environment where employees are more likely to engage in political behavior to get their needs met.

Favoritism and nepotism. When employees are promoted or rewarded based on their personal relationships with powerful people, rather than on their performance or qualifications, it's a sign of organizational politics.

Backstabbing and gossip. When employees are trying to undermine each other to get ahead, it's a sign of organizational politics.

A focus on short-term gains over long-term success. When employees are more concerned with looking good in the short term than with helping the organization achieve its long-term goals, it's a sign of organizational politics.

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If you see any of these signs in your workplace, it's important to be aware of them and to take steps to protect yourself. Here are some tips:

Build relationships with key stakeholders. Get to know the people who have power and influence in your organization. This will help you to understand the political landscape and to build alliances with people who can help you achieve your goals.

Be transparent and honest in your dealings with others. Avoid gossiping or spreading rumors. Instead, focus on being open and honest in your communication with others.

Focus on your work and on delivering results. Don't get caught up in the political game. Instead, focus on doing your job well and on delivering results for the organization.

Document everything. If you experience or witness organizational politics, it's important to document it. This will help you to protect yourself in case you need to file a complaint or take other action.

Organizational politics is a reality in most workplaces. However, by being aware of the signs and by taking steps to protect yourself, you can minimize the negative impact that it has on your career.

HR strategy to overcome organizational politics

HR can play a critical role in mitigating the negative effects of organizational politics and promoting its positive aspects (Boxall and Purcell, 2003; Ivancevich, Konopaske, and Matteson, 2014). Some key strategies include:

• Creating a transparent and fair organizational culture. This involves establishing clear and consistent policies and procedures, communicating openly with employees, and providing opportunities for feedback (Colquitt, Justice, and Greenberg, 2013; Robbins and Judge, 2017).
• Promoting ethical behavior. HR can develop and implement ethics training programs, establish a code of conduct, and create a culture where employees feel comfortable reporting unethical behavior (Boatright, 2017; Ferrell, Hirt, and Ferrell, 2018).
• Developing employees' political skills. This can be done through training programs, workshops, and mentoring (Boyatzis, 2008; Conger and Hickman, 1999).
• Mediating disputes and conflicts. HR can provide confidential mediation services to help employees resolve their differences constructively (Folger, Poole, and Stutman, 2017; Thomas, 2011).

Mitigating Organizational Politics - Job design 

Job design can play a role in both promoting and mitigating organizational politics (Ferris et al., 1989; Kacmar and Ferris, 1993). On the one hand, job design that is unclear, ambiguous, or lacking in autonomy can create an environment where political behavior is more likely to occur (Ferris et al., 1989). For example, if employees are not sure what is expected of them or if they do not have control over their work, they may be more likely to engage in political behavior to protect their interests.

On the other hand, a job design that is clear, well-defined, and provides employees with a sense of autonomy can help to reduce political behavior (Ferris et al., 1989; Kacmar and Ferris, 1993). For example, if employees know what is expected of them and have control over their work, they are less likely to feel the need to engage in political behavior to get ahead.

Here are some specific ways in which job design can be used to mitigate organizational politics (Ferris et al., 1989; Kacmar and Ferris, 1993):

Create clear and concise job descriptions. This will help employees to understand what is expected of them and to reduce ambiguity in their roles.

Provide employees with autonomy and control over their work. This will give employees a sense of ownership over their work and make them less likely to feel the need to engage in political behavior.

Create opportunities for collaboration and teamwork. This will help to build relationships between employees and reduce competition.

Promote a culture of open communication and feedback. This will help employees to feel comfortable raising concerns and sharing ideas without fear of reprisal.

By taking these steps, organizations can create a workplace where political behavior is less likely to occur and where employees are more focused on achieving the organization's goals.

Unfair outcomes

One of the biggest concerns about organizational politics is that it can lead to unfair outcomes (Ferris and King, 1991; Kacmar and Ferris, 1993). For example, employees who are good at playing the political game may be promoted over more qualified candidates. Or, employees who are close to powerful decision-makers may get preferential treatment.

Organizational Politics and Labor Union Issues

Organizational politics can trigger or dismantle labor union issues in several ways (Freeman and Medoff, 1984; Kochan and Osterman, 1986).

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Triggering labor union issues

Unfair labor practices. When employers engage in unfair labor practices, such as union busting or retaliation against union members, it can trigger labor union issues (Freeman and Medoff, 1984; Kochan and Osterman, 1986). Employees may feel the need to form a union to protect their rights and interests.

Poor working conditions. When employees are dissatisfied with their working conditions, such as low pay, long hours, or unsafe working environments, they may be more likely to form a union to negotiate for better conditions (Freeman and Medoff, 1984; Kochan and Osterman, 1986).

Lack of employee voice. When employees feel like they do not have a voice in the workplace, they may be more likely to form a union to advocate for their needs (Freeman and Medoff, 1984; Kochan and Osterman, 1986).

Organizational change. Organizational change, such as mergers, acquisitions, or downsizing, can create uncertainty and anxiety among employees. This can lead to increased unionization activity as employees seek to protect their jobs and benefits (Freeman and Medoff, 1984; Kochan and Osterman, 1986).

Dismantling labor union issues

Effective management-union relations. When management and unions have a positive relationship, it can help resolve labor union issues and prevent them from escalating (Freeman and Medoff, 1984; Kochan and Osterman, 1986).

Fair and equitable treatment of employees. When employees feel like they are treated fairly and equitably, it can reduce their motivation to unionize (Freeman and Medoff, 1984; Kochan and Osterman, 1986).

Employee engagement and empowerment. When employees are engaged and empowered in their work, it can reduce their need to unionize for protection and representation (Freeman and Medoff, 1984; Kochan and Osterman, 1986).

Strong internal communication. Strong internal communication can help to build trust and understanding between employees and management. This can help to resolve labor union issues before they become serious problems (Freeman and Medoff, 1984; Kochan and Osterman, 1986).

Dealing and eliminating organizational politics

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It is impossible to eliminate organizational politics completely, but there are steps that organizations can take to reduce its negative effects. These include (Ferris and King, 1991; Kacmar and Ferris, 1993):

• Creating a culture of trust and respect. This is essential for building strong relationships and promoting cooperation (Colquitt, Justice, and Greenberg, 2013; Robbins and Judge, 2017).
• Empowering employees to make decisions. This gives employees a sense of ownership and control over their work, which can help to reduce frustration and resentment (Deci and Ryan, 2000; Spreitzer, 1995).
• Providing opportunities for professional development. This helps employees develop the skills and knowledge they need to advance their careers, regardless of their political connections (Noe, Hollenbeck, and Gerhart, 2017).

Conclusion

Organizational politics is a complex phenomenon with both positive and negative consequences. HR plays a critical role in shaping and managing organizational politics. By creating a transparent and fair culture, promoting ethical behavior, and developing employees' political skills, HR can help to mitigate the negative effects of organizational politics and promote its positive aspects.

HR can also help employees to deal with organizational politics constructively. For example, HR can provide training on how to identify and manage political situations, and how to build relationships with key stakeholders. HR can also provide support to employees who are experiencing unfair or unethical treatment.

By taking these steps, HR can help to create a workplace where everyone has an equal opportunity to succeed, regardless of their political skills or connections.

References

Boxall, P., & Purcell, J. (2003). Understanding the employment relationship: The theory and practice of human resource management (2nd ed.). Palgrave Macmillan: https://www.elgaronline.com/edcollchap/edcoll/9781786439000/9781786439000.00006.xml (Accessed 05/11/23)

Boyatzis, R. E. (2008). Developing leaders: Personal mastery, emotional intelligence, and sustainable performance. Pearson Education: https://thechangeforum.com/Personal_Mastery.htm(Accessed 05/11/23)

Conger, J. A., & Hickman, M. (1999). Leadership: Making extraordinary things happen in organizations. Jossey-Bass: https://minutehack.com/guides/the-leadership-challenge-how-to-make-extraordinary-things-happen-in-organizations.(Accessed 06/11/23)

Deci, E. L., & Ryan, R. M. (2000). Intrinsic motivation and self-determination in human behavior. Springer: https://link.springer.com/book/10.1007/978-1-4899-2271-7 (Accessed 07/11/23)

Mintzberg, H. (1983). Power in and around organizations. Prentice Hall: https://mintzberg.org/books/power-and-around-organizations (Accessed 07/11/23)

Pfeffer, J. (1992). Managing with power: Politics and influence in organizations. Harvard Business School Press: https://www.amazon.com/Managing-Power-Politics-Influence-Organizations/dp/0875844405 (Accessed 06/11/23)

Freeman, R. B., & Medoff, J. L. (1984). What do unions do? Basic Books.

Kochan, T. A., & Osterman, P. (1986). The mutual gains enterprise: Forging a winning partnership among labor, management, and government. Basic Books

Ferris, G. R., Kacmar, K. M., & Smith, P. C. (1989). Perceptions of organizational politics: A factor-analytic study. Journal of Business Ethics, 8(11), 831-841.

Kacmar, K. M., & Ferris, G. R. (1993). Perception of organizational politics: A structural equation analysis. Journal of Management, 19(1), 62-81.

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