Impact of organizational politics on faculty’s work performance and job satisfaction

Abstract

The study investigates the impact of perceived organisational politics on performance and job satisfaction among the faculty members of higher educational institutions of Assam, a state of North east India. Organisational politics, often associated with favoritism, manipulation, and self-serving behaviors, has long been assumed of influencing key employee outcomes. Using a quantitative research design, data were collected from a sample of 175 faculty members working in provincialised colleges of Assam, through standardized Likert-scale questionnaires measuring perceptions of organisational politics, job satisfaction, and performance. The researcher has used descriptive statistics to understand the perception of organisational politics whereas correlation and regression analysis to observe the impact of Organisational Politics (OP) independent variable on performance (p) and Job Satisfaction (JS), dependent variables independently. Descriptive statistics revealed that a moderate to high perception of organisational politics and correlation analysis showed a strong, statistically significant negative relationship between organisational politics and employee performance (r=-0.917, p