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Title

MANAGER’S POLITICAL BEHAVIORS, EMPLOYEE’S ORGANIZATIONAL POLITICS PERCEPTIONS AND RESISTANCE TO CHANGE

Pages

 Start Page 119 | End Page 137

Abstract

 This study has examined employee’s RESISTANCE TO CHANGE from organization of politics theory point of view. In this case, the relationship between employees' ORGANIZATIONAL POLITICS PERCEPTIONS and RESISTANCE TO CHANGE was explained; and the moderating role of manager’s POLITICAL BEHAVIORs was examined. Data was gathered through triple questionnaires from a sample of employees and managers in Rafsanjan public organizations, using stratified sampling. Results suggested that there is a positive meaningful relationship between employee’s ORGANIZATIONAL POLITICS PERCEPTIONS and cognitive and emotional RESISTANCE TO CHANGE. However, there is no meaningful relationship between employee’s ORGANIZATIONAL POLITICS PERCEPTIONS and behavioral RESISTANCE TO CHANGE. Using Hierarchical Moderated Regression Analysis (HMRA), the results also suggested that manager’s POLITICAL BEHAVIORs intensify the relationship between employee’s ORGANIZATIONAL POLITICS PERCEPTIONS and cognitive and emotional RESISTANCE TO CHANGE.

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