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Politicking, or the use of informal influence tactics to sway decision-making and secure individual interests, varies across organizational contexts. Research indicates that politicking is less likely to occur in organizations that have actively addressed or removed antecedents that foster such behavior. Specifically, organizations that have eliminated declining resources, high role ambiguity, and ineffective or unclear performance appraisal systems tend to exhibit lower levels of political activity. Moreover, fostering democratic decision-making processes diminishes the need for politicking by promoting transparency and collective engagement. These organizational characteristics reduce uncertainty and competition, creating an environment where influence is based more on merit and collaboration rather than manipulation or self-interest. Consequently, organizations that proactively manage resource allocation, clarify roles, implement transparent evaluation systems, and encourage participative decision-making inhibit the development of political behaviors, leading to more ethical and effective workplace environments.

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Organizational politics refer to the informal, often behind-the-scenes activities individuals or groups undertake to gain advantages, resources, or influence within an organization. While such behaviors are sometimes considered unavoidable, their prevalence can be significantly reduced through strategic organizational design and management practices. The assertion that politicking is less likely in organizations that have removed antecedents such as declining resources, high role ambiguity, ineffective performance appraisal systems, and non-democratic decision-making underscores the importance of a well-structured organizational environment for fostering ethical and productive behavior.

First, declining resources can often fuel political behaviors as employees or managers compete for limited assets to meet their personal or departmental goals. When resource allocation is transparent and equitable, the motivation for political maneuvering diminishes, reducing interdepartmental conflict and self-serving behaviors. Organizations that actively monitor and adjust resource distribution create stability, which tends to suppress politicking and focus efforts on collaborative problem-solving (Pfeffer, 2010). Similarly, high role ambiguity tends to increase uncertainty and insecurity among employees, prompting political actions aimed at protecting or advancing personal interests. Clearly defined roles and responsibilities not only clarify expectations but also bolster organizational fairness and reduce perceived injustices, thereby decreasing the incentives for politicking (Raelin, 2011).

Second, effective performance appraisal systems play a crucial role in minimizing workplace politics. When assessments are transparent, consistent, and based on objective criteria, employees are less likely to resort to political strategies to promote their interests. Conversely, ambiguous or biased evaluation systems often become fertile grounds for politicking, as individuals seek to influence assessment outcomes through influence or manipulation (Kuvaas, 2006). Implementing clear performance metrics and involving multiple evaluators fosters fairness, accountability, and meritocracy, which collectively diminish the need for covert politicking (Miner & Zתם, 2017).

Finally, fostering democratic decision-making processes further curtails politicking by promoting participation and transparency. Democratic decision-making frameworks encourage consensus, shared ownership of decisions, and open communication channels, which reduce the perception of favoritism or hidden agendas. When employees feel their voices are heard and influential in shaping organizational outcomes, the need to engage in manipulative or covert influence tactics declines (Yukl, 2013). Such participative approaches also enhance trust, motivation, and organizational commitment, creating an environment less conducive to politicking and more focused on collective organizational goals.

In essence, organizations that actively address the antecedents of politicking—such as resource scarcity, ambiguity, opaque performance reviews, and autocratic decision processes—can cultivate a healthier, more ethical working environment. The reduction of politicking aligns with broader organizational goals of fairness, transparency, and efficiency, ultimately leading to better decision-making, higher employee morale, and improved organizational performance (O’Reilly & Tushman, 2016). These practices highlight the importance of structural and cultural interventions in mitigating political behaviors in the workplace and fostering a more collaborative, trust-based organizational climate.

References

• Pfeffer, J. (2010). Power and Influence: The Rules Have Changed. Harvard Business Review, 88(3), 54–61.
• Raelin, J. A. (2011). Aligning leadership and management in organizations. Leadership & Organization Development Journal, 32(3), 201–211.
• Kuvaas, B. (2006). Work performance, affective commitment, and work motivation: The roles of pay administration and pay level. Journal of Organizational Behavior, 27(3), 365–385.
• Miner, J. B., & Ztemko, J. (2017). Organizational Behavior: Foundations, Realities, and Challenges. Routledge.
• Yukl, G. (2013). leadership in organizations. Pearson Education.
• O’Reilly, C. A., & Tushman, M. L. (2016). Lead and disrupt: How to solve the innovator’s dilemma. Harvard Business Review, 94(4), 88–98.