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The impact of perceived organizational politics on employee commitment: The moderating role of self-efficacy: A study among the public sector employees in Sri Lanka

Mon, 01 Jan 2024 00:00:00 GMT

Title: The impact of perceived organizational politics on employee commitment: The moderating role of self-efficacy: A study among the public sector employees in Sri Lanka Authors: Thasika, T.; Mauryan, L.; Manjula, S. Abstract: In the ever-evolving landscape of contemporary workplaces, perceived organizational politics persist as a ubiquitous force, intricately shaping the dynamics of organizational behavior and wielding significant influence over a multitude of outcomes. This study delves into the significance of perceived organizational politics in shaping employee commitment, emphasizing the nuanced interplay between perceived organizational politics and individual characteristics. Specifically, we investigate the moderating role of self-efficacy in the relationship between perceived organizational politics and employee commitment. Drawing on the Conservation of Resources (COR) theory, which posits that individuals aim to acquire, protect, and build resources, we examined how self-efficacy, as a crucial personal resource, impacts this relationship. The current study surveyed employees from the public sector in Sri Lanka. Out of the 400 questionnaires distributed, a total of 211 questionnaires were returned and usable. We employed a convenience sampling method to capture the complexity of this relationship. Quantitative analysis revealed a significant negative association between perceived organizational politics and employee commitment, underscoring the detrimental impact of perceived organizational politics on organizational outcomes. Furthermore, our findings highlight the pivotal role of self-efficacy as a moderator, elucidating how individuals' belief in their capabilities moderates the effects of perceived organizational politics on employee commitment. Our study underscores the imperative for organizations to recognize and mitigate the adverse effects of perceived organizational politics on employee commitment. Moreover, it underscores the importance of considering individual characteristics, such as self-efficacy, in understanding and managing workplace dynamics effectively. By elucidating the complex interplay between perceived organizational politics, self-efficacy, and employee commitment, this research contributes to both theoretical advancements and practical implications for organizational management and human resource practices.

Factors of perceived organizational support: A conceptual study

Mon, 01 Jan 2018 00:00:00 GMT

Title: Factors of perceived organizational support: A conceptual study Authors: Thasika, T.

The Moderating Role of Power Distance Orientation on the Relationship between Abusive Supervision and Coworker- Directed Knowledge Hiding In the Sri Lankan Information Technology Sector

Wed, 01 Jan 2025 00:00:00 GMT

Title: The Moderating Role of Power Distance Orientation on the Relationship between Abusive Supervision and Coworker- Directed Knowledge Hiding In the Sri Lankan Information Technology Sector Authors: Mayuran, L.; Thasika, T. Abstract: Knowledge hiding, a deliberate attempt to withhold critical information, becomes a passive form of resistance to perceived mistreatment. In this study, grounded in displaced aggression theory (DAT), we argue that abusive supervision fosters a psychological atmosphere where employees, feeling incapable or reluctant to challenge their supervisors, project their frustration onto their peers by withholding valuable knowledge. Furthermore, we examine power distance orientation, where employees who accept hierarchical authority may be more likely to share knowledge than hide it, aligning with organizational norms. We employed a quantitative research design using a survey methodology. Data were collected using a convenience sampling method from a sample of 215 employees in Sri Lankan IT organizations. Correlation analysis revealed a significant positive relationship between abusive supervision and coworker-directed knowledge hiding (r = .39, p < .01). The hierarchical regression showed that abusive supervision significantly predicted knowledge hiding (β = .30, p < .001), and moderation analysis demonstrated that power distance orientation significantly moderated the relationship between abusive supervision and knowledge hiding (interaction term β = −.24, p < .05). Employees with low power distance orientation showed a stronger positive relationship (β = .39, SE = 0.07, p < .001). Conversely, the relationship was weaker among those with high power distance orientation (β = .18, SE = 0.06, p < .001). These findings highlight the need for organizations to actively monitor and address abusive supervisory behavior, particularly in culturally diverse settings. This study is limited by its cross-sectional design, which restricts the ability to infer causality. Future research could adopt a longitudinal design to establish causal relationships more firmly.

Abusive Supervision and Cyberloafing in Sri Lanka’s Public Sector: The Moderating Effects of Moral Disengagement and Negative Reciprocity Beliefs

Thu, 01 Jan 2026 00:00:00 GMT

Title: Abusive Supervision and Cyberloafing in Sri Lanka’s Public Sector: The Moderating Effects of Moral Disengagement and Negative Reciprocity Beliefs Authors: Thasika, T.; Mayuran, L. Abstract: In public sector organizations, where hierarchical authority structures are prevalent, supervisory mistreatment can undermine employee motivation and encourage subtle forms of workplace deviance. Drawing on Social Exchange Theory (SET) and Social Cognitive Theory (SCT), this study investigates abusive supervision as an antecedent of cyberloafing among public sector employees in Sri Lanka. Specifically, it examines the moderating roles of moral disengagement and negative reciprocity beliefs in the relationship between abusive supervision and cyberloafing. Adopting a deductive, quantitative research design, time-lagged data were collected from 209 employees working in five divisional secretariat offices in Sri Lanka’s Northern Province. Hierarchical regression and moderation analyses revealed that abusive supervision is positively associated with cyberloafing (β = .28, p < .001). Negative reciprocity beliefs significantly strengthen this relationship (β = .14, p < .01), indicating that employees with strong retaliatory norms are more likely to engage in cyberloafing in response to supervisory abuse. In contrast, moral disengagement did not significantly moderate the abusive supervision and cyberloafing relationship (β = .06, n.s.). The findings highlight cyberloafing as a covert retaliatory response to supervisory mistreatment and highlight the importance of addressing abusive leadership and employees’ reciprocity beliefs in the public sector. Given that the data were drawn from a single regional public sector context, the generalizability of the findings to other sectors and cultural settings may be limited. Future research should employ longitudinal and multi-source designs to further unpack the psychological mechanisms linking supervisory abuse and cyberloafing.