The relationship of organizational politics and support to work behaviors, attitudes, and stress

Russell Cropanzano, John C. Howes, Alicia A. Grandey, Paul Toth

Research output: Contribution to journalArticlepeer-review

591 Scopus citations


The purpose of this paper is to report two studies that investigated the consequences of organizational politics and organizational support on two separate samples of employees. Study 1 surveys 69 full-time employees, while Study 2's sample includes 185 part-time workers. Four major findings were observed. First, the present studies replicated prior findings concerning the relationships of politics and support to such variables as withdrawal behaviors, turnover intentions, job satisfaction and organizational commitment. In general, politics is related to negative work outcomes while support is related to positive ones. Consistent results were obtained within both the full-and part-time samples. Second, we elaborated upon previous work concerning the relationship of politics and support to job involvement. Third, we found in both samples that politics and support did predict above and beyond each other, suggesting that they should be viewed as separate constructs rather than opposite ends of a single continuum. Lastly, Study 2 extended the research on politics and support by analyzing their relationships to four work stress variables: job tension, somatic tension, general fatigue, and burnout. Each of these four variables was predicted by both politics and support.

Original languageEnglish (US)
Pages (from-to)159-180
Number of pages22
JournalJournal of Organizational Behavior
Issue number2
StatePublished - Mar 1997

All Science Journal Classification (ASJC) codes

  • Applied Psychology
  • Sociology and Political Science
  • Psychology(all)
  • Organizational Behavior and Human Resource Management


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