Government institutions are the largest service industry. Job involvement and job stress of employees have a lot to do with the efficiency of government administration. The study subject is based on soldiers, official employees, as well as educational employees. The purposes of this study are: 1) to demonstrate the concept of perceptions of organizational politics, job involvement, and job stress by means of literature review, 2) to address the effect of perceptions of organizational politics on job involvement and job stress through the evidence-based analysis, 3) to analyze which type of perceptions of organizational politics will increase job involvement or reduce job stress, 4) to provide the recommendations about how to improve job involvement as well as reduce job stress based upon the study results.
The target sample contained one military institution, two administrative institutions, one public corporation, and two public schools through sampling. Data for this study were drawn from questionnaire surveys. Based upon the evidence-based analysis, it was found: 1) there was a slightly significant difference in the demography variable of after-grouped dimension of perceptions of organizational politics, 2) job involvement of employees was associated with the types of perceptions of organizational politics; among them, the “optimism-and-communication-oriented” group had the highest job involvement, 3) job stress of employees was connected with the types of perceptions of organizational politics; among them, the “dictatorship-and-authority-oriented” group endured the most job stress, 4) “the distance between policies and practices” played a critical role in the effect of before-grouped dimension of perceptions of organizational politics on job involvement; there was no significant effect in the after-grouped dimension of perceptions of organizational politics, and 5) the effect of before- or after-grouped dimension of perceptions of organizational politics on job stress was dependent on the types.
Based upon the results, it was recommended to government institutions: 1) to focus on partnership, and to create a interaction-centered environment, 2) to build up a fair, open, and reasonable mechanism of promotion and evaluation so as to boost morale, 3) to strengthen delegation, and communication channel, and 4) to focus on consultation and assistance for employees.
In terms of long-term strategy, managers tend to mold the “optimism-and-communication-oriented” group, as well as to avoid the bad effect the “superficiality-and-speculation-oriented” group had on job involvement, and the higher job stress the “dictatorship-and-authority-oriented” group brought to the employees.