Impact of Organization Politics on Human Resource Management Practices and Employee Performance

  • Rehana Yasmeen College of Physicians and Surgeons Pakistan
  • Munaza Bibi MS Department, Bahria University, Karachi
  • Ali Raza Preston University, Karachi
Keywords: Organization Politics, Nepotism, Favoritism, HRM Practices, Employee Performance, Organization Politics, Nepotism, Favoritism, HRM Practices, Employee Performance

Abstract

Purpose- The purpose of this study was to investigate the impact of nepotism & favoritism as a form of organization politics on HRM practices and employee performance.

Design/Methodology- Explanatory research design was employed to determine the effect of nepotism & favoritism on HRM practices and employee performance. Primary data collection method was used among employees working in different public-sector hospitals based on their accessibility. For this study, the sample of 150 employees was used. The adapted questionnaire was used for data collection. Data were analyzed using SPSS. 

Findings- The correlation analysis revealed a significant relationship between favoritism, employee performance & HRM practices whereas nepotism has a significant association with employee performance but the insignificant relationship with HRM practices. The outcomes of the study unveiled a significantly negative effect of nepotism on employee performance & HRM practices while favoritism has a significantly positive effect on employee performance & HRM practices. 

Practical Implications- The study outcomes might help public sector hospitals HR department to incorporate some changes regarding their policies to prevent the nepotistic & favoritism practices which can lead to creating a politics in the organization in which everyone works to fulfill his or her self- interest without focusing towards organizational goals achievement.

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Published
2019-02-22
How to Cite
Yasmeen, R., Bibi, M., & Raza, A. (2019). Impact of Organization Politics on Human Resource Management Practices and Employee Performance. SEISENSE Journal of Management, 2(2), 39-47. https://doi.org/10.33215/sjom.v2i2.118