(The Effect of Power Distance and Organizational Justice on Political Behaviors)

Abstract

Purpose – The purpose of this study is to examine the relationships between employees’ perceptions of power distance and organizational justice and political behavior and determine whether political behaviors decrease with decreasing power distance and organizational justice has a significant and negative effect on political behaviors. Design/methodology/approach – In the research, questionnaire technique was utilized for gathering the data and Power Distance Scale of Dorfman ve Howell (1988), Organizational Justice Scale of Niehoff ve Moorman (1993) and Political Behavior Scale of İslamoğlu ve Börü (2007) were used. Gathered data were evaluated by the help of statistical analyses and correlation analysis and regression analysis were performed to test the hypotheses of the research. Findings – As a result of the findings, it has been determined that reducing the power distance perception, political behavior and acting concessive, acting hypocritical, trying to ingratiate oneself, making coalition and acting for self-interest as subdimensions of political behavior will be reduce. It has also been found that employees’ perceptions of organizational justice have a significant and negative effect on acting for self-interest as subdimensions of political behavior, and there isn’t found the similar effect on acting concessive, acting hypocritical, trying to ingratiate oneself and making coalition as subdimensions of political behavior. Discussion – Political behavior in organizations is an expected situation. However, it is important for organizations to manage political behavior without causing devastating consequences. In this process, the findings of power distance and organizational justice examined in the research can be taken into consideration in the management process of political behaviors.