Aim
This is a research report examining the influence of organizational politics perceptions on nurses' work outcomes (job satisfaction, work stress, job burnout and turnover intention).

Background
Organizational politics is a phenomenon common in almost all institutions and is linked with undesirable consequences in employees.

Introduction
Despite the plethora of research around the world on this topic, studies describing organizational politics in nursing remain underexplored.

Methods
A cross-sectional research design was utilized in this study. One hundred sixty-six (166) nurses participated. Five standardized tools were used: the Job Satisfaction Index, the Job Stress Scale, the Burnout Measure Scale, the Turnover Intention Inventory Scale and the Perception of Organizational Politics Scale.

Results
Nurses employed both in private and government-owned hospitals perceived moderate levels of organizational politics. Positive correlations were identified between perceived organizational politics and job stress, turnover intention and job burnout. Negative correlations were found between perceived organizational politics and job satisfaction.

Discussion
Perceptions of workplace politics in Filipino nurses were lower when compared to findings in other international studies. A strong link was found between organizational politics perceptions and the four job outcomes (stress and burnout levels, turnover intention and job satisfaction).

Limitations
Use of a self-reporting questionnaire and exclusion of nurses from other provinces.

Conclusion
Perceived organizational politics predicted nurses’ stress and burnout levels, turnover intention and job satisfaction.

Implications for nursing and/or health policy
The findings of this study may provide a valuable perspective of this organizational issue and could assist policymakers and nurse administrators in formulating interventions that could minimize the effect of workplace politics.

Organizational politics, nurses' stress, burnout levels, turnover intention and job satisfaction.

Employee innovation is the cornerstone of the organization, and the motivation for employee innovative behavior largely depends on the leadership style of the leader. With the economic development of society, the traditional authoritative style of leadership can no longer adapt to the psychological characteristics of employees, who use new-era work concepts, techniques, and social rules (hereafter, new generation workers). Inclusive leadership is based on the concept of “fully inclusive and equitable” in traditional Chinese culture, and it can adapt to the independent needs of new generation employees. At present, the research on the relationship between the traditional leadership style and employee innovative behavior is relatively extensive, but there is little research on the relationship between inclusive leadership style and employee innovative behavior, and this needs further exploration. This paper takes new generation employees as the sample and uses psychological capital as an intermediary variable to explore the influence of inclusive leadership style on the innovative behaviors of new generation employees. We found that inclusive leadership is significantly and positively related to new generation employees’ innovative behaviors. Theoretical and practical implications are discussed.

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The Impact of Inclusive Leadership on Employees' Innovative Behaviors: The Mediation of Psychological Capital.

AN INTEGRATIVE MODEL AND META-ANALYSIS OF EXPERIENCED INCIVILITY

An Integrative Model and Meta-Analysis of Experienced Incivility and its Correlates

Aim This study aimed to examine the association between workplace incivility and compassion competence of Korean nurses, as well as the moderating effect of psychological capital. Background Workplace incivility affects the quality of patient care and as such is worthy of critical examination regarding its impact on the compassion competence of nurses. Methods In this descriptive cross-sectional study, data for 192 Korean hospital nurses were used to analyse the relationship between workplace incivility and compassion competence and the moderating effect of psychological capital. Results Workplace incivility was negatively associated with compassion competence of nurses. Furthermore, psychological capital had a conditional moderating effect on the relationship between workplace incivility and nurses' compassion competence. The negative associations of workplace incivility with compassion competence were significant at low and medium levels of psychological capital but not at high psychological capital. Moreover, the association was stronger for those with low psychological capital. Conclusion Workplace incivility is negatively associated with compassion competence among nurses, and psychological capital has conditional moderating effects in its relationship. Implications for nursing management Management efforts to reduce workplace incivility and to improve nurses' psychological capital are needed to improve patient care quality.

Impact of workplace incivility on compassion competence of Korean nurses: Moderating effect of psychological capital

The present study examined the relationship between perceived organizational support (POS), psychological capital (PsyCap), organizational citizenship behavior (OCB) and its dimensions including organizational citizenship behavior towards individuals (OCBI) and organizational citizenship behavior towards organization (OCBO). PsyCap was proposed to moderate the relationship of perceived organizational support with OCB and its dimensions. Data were collected from a conveniently drawn sample (N = 325) of employees of public and private sector banks of Islamabad and Rawalpindi cities of Pakistan. Survey of Perceived Organizational Support (Eisenberger, Huntington, Hutchison, & Sowa, 1986), PsyCap Questionnaire (Luthans, Youssef, & Avolio, 2007) and Organizational Citizenship Behavior Scale (Lee & Allen, 2002) were used to measure the focal constructs of this study. Significant positive correlations were observed among all variables of the present study. Hierarchical regression analyses showed that psychological capital dampened the positive relationship of perceived organizational support with overall organizational citizenship behavior and its dimension of organizational citizenship behavior towards organization. Limitations and suggestions for upcoming studies have been discussed.

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Moderating role of psychological capital between perceived organizational support and organizational citizenship behavior and its dimensions

Previously, a great stream of research is based on the study of workplace incivility and its impact on outcomes, but a very few studies were conducted to check the effect of different moderators and mediators that could affect the relationship of workplace incivility with outcomes. With the sample (N=100) of employees from telecommunication companies of Pakistan, current study carries out with the aim of exploring the effect of workplace incivility and psychological capital on job stress. We also examined the moderating influence of the psychological capital in the workplace incivility and job stress relationship. Self-administered surveys were conducted and results of the questionnaire were analyzed by using SPSS software. Results provided good support for the proposed hypothesis. While workplace incivility was associated positively with job stress, psychological capital had a significant relationship with job stress. As hypothesized, the result for the moderation was counter to expectation where incivility, job stress relationship was stronger when psychological capital was high. Our study provides a few approaches into the generalizability ideas and concepts such as workplace incivility and psychological capital in Faisalabad. However, there is a need to make further efforts to expand and test complex models in different cultural contexts.

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The Contribution of Workplace Incivility and Psychological Capital toward Job Stress

Previously a great stream of research is available on perceptions of organizational politics and its harmful aftermaths at workplace. Now a day’s scholarly attention diverts from aftermaths to search out for moderators or mediators that could reduce the harmful effects of POP at workplace outcomes. The purpose current study carries in itself is to explore the combined effects of perception of organizational politics and core self-evaluation on the work outcome of turnover intention.  The present research also focuses on the use of a moderator named as core self-evaluation in the relationship of perception of organizational politics and turnover intention. In our study a sample size of 100 respondents were taken from the health sector of 3 rd largest city of Pakistan, named Faisalabad, through this study we want to explore the main effects that POP and CSE could have on turnover intention for this purpose self-administered surveys were conducted by using a questionnaire having a number of 27 items in it. In this research we analyzed the data by using SPSS software. As hypothesized, that Perceived organizational politics had a significant positive relationship with turnover intentions but the results for CSE were not significantly support the hypothesis. As hypothesized, negative relationship exists between perception of organizational politics and turnover intention was weaker when core self-evaluation was high.

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Effect of Perceived Organizational Politics and Core Self Evaluation on Turnover Intention: A South Asian Perspective

Current study focuses on exploring the effect of workplace incivility on organizational citizenship behavior when there exist psychological capital as a moderator in this relationship. Telecommunication sector of Pakistan has been selected for the purpose of data collectionwith sample size (N = 100). For analyzing the data we were focused on using SPSS software.The results of the studyare in a good support for the proposed hypothesis. As workplace incivility according to our hypothesis is negatively associated with OCB, while, psychological capital had a significant relationship with organizational citizenship behavior. As hypothesized, the negative relationship with workplace incivility with organizational citizenship behavior was weaker when psychological capital was high. With this contribution, this study provides a number of new directions to look for workplace incivility.

The Contribution of Workplace Incivility and Psychological Capital toward Organizational Citizenship Behavior

Many studies explore the effect of perception of organizational politics on job satisfaction but a very few investigate for the factors that are salient to this relationship. Perceptions of politics have been considered to be a source of stress at workplace which has detrimental consequences on the desired outcomes. Current study aims to explore the effects of perception of organizational politics (POP) and core self-evaluation (CSE) on employee job satisfaction. The present research also examines core self-evaluation as a moderator in the relationship between perception of organizational politics and job satisfaction. With a sample size of 100 respondents drawn from the health sector of 3rd largest city of Pakistan, named Faisalabad, the current study tested the main effects of POP and CSE on job satisfaction by using a self-administered survey having a total of 30 items. For analyzing the data, SPSS was used. As hypothesized, results show that perceived organizational politics had a significant negative relationship with job satisfaction but the results for CSE were not significant. Furthermore, CSE moderated the relationship of POP and job satisfaction, such that the negative relationship between perception of organizational politics and job satisfaction was weaker when core self-evaluation was high.

Mehwish Javed

Papers

The Contribution of Workplace Incivility and Psychological Capital toward Job Stress

Effect of Perceived Organizational Politics and Core Self Evaluation on Turnover Intention: A South Asian Perspective

The Contribution of Workplace Incivility and Psychological Capital toward Organizational Citizenship Behavior

Effect of Perceived Organizational Politics and Core Self Evaluation on Job Satisfaction