Perceived organizational politics and employee commitment: A comparative study of gender and the moderating effect of mindfulness in the public sector in Sri Lanka.

Abstract

Purpose: While numerous studies highlight the negative effects of perceived organisational politics (POP), emerging research suggests that POP has inconsistent outcomes. Hence, this study examines the impact of POP on employee commitment, specifically exploring the moderating roles of mindfulness and gender within the context of the Sri Lankan public sector. Design/Methodology: This study which follows a positivist approach under the quantitative research paradigm, was underpinned by the Conservation of Resources theory. Data was collected from 350 structured questionnaires based on a convenience sampling method. Unit of analysis was the employee in the public sector. Findings: The findings revealed a significant negative relationship between POP and employee commitment and higher levels of POP associate lower levels of commitment. Mindfulness was negatively related to POP, suggesting that more mindful employees perceive less organizational politics. Moreover, mindfulness moderates the POP and commitment. Gender also played a moderating role, with men showing greater adaptability to POP than women. Theoretical and Practical implications: Integration of CoR theory revealed new insights as to how employees navigate through politically charged scenarios. These findings suggest that organisations can benefit from mindfulness training programs and gender-sensitive strategies to manage POP and enhance employee commitment effectively. Innovation/Value: This study advances understanding of how personal and contextual factors shape the effects of perceived organizational politics.