The Nexus of Organizational Virtuousness, Work Disengagement, and Helping Behaviors in the Face of Perceived Organizational Politics

Kamran Khan; Ather Mujitaba; Tanveer Aslam; Sobia Raja

doi:10.69565/jems.v3i3.333

Authors

Kamran Khan comsats university islamabad
Ather Mujitaba GIFT University Gujranwala, Pakistan
Tanveer Aslam University of Management and Technology, Lahore
Sobia Raja Lecturer in Management Sciences, Abasyn University Islamabad

DOI:

https://doi.org/10.69565/jems.v3i3.333

Abstract

Perceived organisational politics has long been a severe factor in organisational performance. Drawing upon the conservation of resources and social exchange theory, the present research aims to investigate the effects of perceived organization politics on helping behaviors and engagement levels of employees, as well as examine the moderating role of organisational virtuousness between the above-stated variable. Our research aims to unravel how perceived organisational politics affects the employees' work-helping behaviours and level of engagement. Design: This cross-sectional study utilised a random sampling technique, and data was collected from 366 employees working in different federal government departments in Islamabad, Pakistan. Findings: The obtained results showed the significant negative effect of perceptions of organisational politics on helping behaviors by the mediating role of disengagement. These further stated that the positive role of organisational virtuousness had weakened the strong effect of perceived organizational politics on helping behaviours and reduced the level of disengagement between the predictor and criterion variables. Theoretical Implications: This study advances an understanding of organizational politics and its interaction with helping behaviours under the resources utilised in work settings. It contributes valuable insights for organisational and management theories, emphasizing the need to consider these multifaceted factors in optimising organizational virtuousness. Practical Implications: This research provides valuable insights to public sector organisations by shedding light on these multifaceted dynamics seeking positive behaviours in task performance amid evolving levels of engagement. Limitations and future recommendations are provided for further generalizability of current research. Originality: This study pioneers the exploration of the intricate interplay between perceived organizational politics, work disengagement, organizational virtuousness, and helping behaviours in the context of helping behaviours in the public sector of society.

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