||The study of practical politics always involves parties, ethnics, electoral structure as well as election. Likewise, the study of organizational politics is mainly related to organizational members, job environment, organizational factors and effects on performances. Few studies have ever focused on analyzing the association between practical politics and organizational politics. Accordingly, the purpose of this study is to examine whether there exists a difference between perceptions of organizational politics and organizational citizenship behaviors while practical politics is interwoven with organizational politics. This study also addresses whether the effect of perceptions of organizational politics on organizational citizenship behaviors will vary with party identification. |
Data for this study is drawn from the secondary data, 1632 sample size collected by Dr. Chin-ming Ho and his research team throughout 2002. It is found using the univariate analysis 1) that party identification has no significant effect on perceptions of organizational politics, 2) that part identification had significant differences in the dimension of “interpersonal harmony” and “protecting company resources” among organizational citizenship behaviors, and KMT-prone respondents were more significant than no-specific-party respondents, 3) that party identification showed significant differences in the dimensions of perceptions of organizational politics and organizational citizenship behaviors, 4) that the effects of party identification on the dimensions of organizational citizenship behaviors were different after perceiving organizational politics; that is, DPP & TSU -prone respondents showed great effects in the dimension of “interpersonal harmony”, as well as KMT & PFP -prone and no-specific-party respondents had significant effects in the dimensions of “protecting company resources” and “conscientiousness”, and 5) that perceptions of organizational politics among respondents with different party identification had significant effects on organizational citizenship behaviors. To sum up, organizational citizenship behaviors of KMT-prone respondents were influenced less by perceptions of organizational politics, while no-specific-party respondents were influenced more by perceptions of organizational politics.