Table of Contents

Handbook of Organizational Politics

Handbook of Organizational Politics

SECOND EDITION Looking Back and to the Future

Research Handbooks in Business and Management series

Edited by Eran Vigoda-Gadot and Amos Drory

The Handbook of Organizational Politics offers a broad perspective on the intriguing phenomena of power, influence and politics in the modern workplace; their meaning for individuals, groups and other organizational stakeholders; and their effect on organizational outcomes and performances. Comprising entirely of new chapters and insights, this second edition revisits the theory on organizational politics (OP) and examines its progress and changes in emphasis in recent years. This timely and informative book provides a comprehensive set of state-of–the-art studies on workplace politics based on experiences from around the world. The contributors highlight topics such as political skills, political will, politics and leadership, compensations, politics and performance, and politics and learning climate.

Chapter 5: Pay-for-politics: considering the variable compensation–organizational politics relationship

Timothy P. Munyon, Jacquelyn D. Jacobs, Andrew M. Carnes and Sergio López Bohle

Subjects: business and management, organisational behaviour, organisation studies


Compensation is arguably one of the most important human resource practices in organizations. However, it can also be one of the most contentious, potentially eliciting political behavior and maneuvering as employees jockey to gain desired pay and rewards. In this chapter, we consider the variable compensation–organizational politics relationship, reviewing the literature to date regarding this relationship and summarizing key findings. We then evaluate the pay system and managerial characteristics that create a context for political behavior and perceptions of organizational politics. Specifically, we assess how pay dispersion, reward size and intensity, managerial discretion, ambiguity and line of sight, and transparency can create a context conducive to political behavior and perceptions of politics. Moving to the group and team level, we then consider how blended rewards and reward allocation methods influence employee political reactions and perceptions. Finally, we conclude with a discussion of this chapter and future research directions.

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