ABSTRACT It is disastrous for organization that valued employee leave their jobs. Many researches have found that work stress is consistently and strongly related to intentions to turnover. Therefore, studying buffers of the stress-turnover intention relationship is important. This paper examines the situational variables such as perceptions of organizational politics, as moderators of the stress-turnover relationship. An investigation from 304 employees in Chinese skeleton government found that: lower levels of perceived politics will minimize turnover intentions resulted from work stress. These findings are helpful to understand the unique relationships between these variables and provide specific information for managers to retain valued employees.
Cite this paper
nullG. Zhang and G. Lee, "The Moderation Effects of Perceptions of Organizational Politics on the Relationship between Work Stress and Turnover Intention: An Empirical Study about Civilian in Skeleton Government of China," iBusiness, Vol. 2 No. 3, 2010, pp. 268-273. doi: 10.4236/ib.2010.23034.
 P. W. Hom and R. W. Griffeth, “Employee Turnover,” South/Western Ohio, Cincinnati, 1995.
S. Parasuraman, “Predicting Turnover Intentions and Turnover Behavior - A Multivariate Analysis,” Journal of Vocational Behavior, Vol. 21, No. 1, 1982, pp. 111-121.
X. P. Zhao, L. Liu and C. Z. Zhang, “A Multi-Variables Analysis on Factors Influencing Employee’s Turnover Intention,” China Soft Science, Vol. 18, No. 3, 2003, pp. 71-73.
Y. P. Cao, “A Review of Occupational Stress, Burnout and Departure Intention among University Faculty,” Journal of Shanxi Finance and Economics University, Vol. 27, No. 3, 2005, pp. 41-44.
J. R. Edwards, “A Cybernetic Theory of Stress, Coping, and Well-Being in Organizations,” Academy of Management Review, Vol. 17, No. 2, 1992, pp. 238-274.
H. Mintzberg, “Structure in Fives: Designing Effective Organizations,” Prentice-Hall, Englewood Cliffs, New York, 1983.
Z. D. Huang, “A Literature Review about Perception of Organizational Politics in Foreign Country,” Foreign Economics and Management, Vol. 26, No. 3, 2004, pp. 15-18.
W. A. Hochwarter, L. A. Witt and K. M. Kacmar, “Perceptions of Organizational Politics as a Moderator of the Relationship between Conscientiousness and Job Performance,” Journal of Applied Psychology, Vol. 85, No. 3, 2000, pp. 472-478.
K. M. Kacmar, D. P. Bozeman, D. S. Carlson and W. P. Anthony, “A Partial Test of the Perceptions of Organizational Politics Model,” Human Relations, Vol. 52, No. 3, 1999, pp. 383-416.
G. R. Ferris, G. Harrell-Cook and J. H. Dulebohn, “Organizational Politics: The Nature of the Relationship between Politics Perceptions and Political Behavior,” In: S. B. Bacharach and E. J. Lawler, Eds., Stamford Research in the Sociology of Organizations, Vol. 17, JAI Press, New York, 2000.
R. S. Cropanzano, J. C. Howes, A. A. Grandey and P. Toth, “The Relationship of Organizational Politics and Support to Work Behaviors, Attitudes, and Stress,” Journal of Organizational Behavior, Vol. 18, No. 2, 1997, pp. 159-180.
G. R. Ferris, G. Adams, R. W. Kolodinsky, W. A. Hochwarter and A. P. Ammeter, “Perceptions of Organizational Politics: Theory and Research Directions,” In: F. Daiisereau and F. J. Yammarino, Eds., Research in Multi- Level Issues, Elsevier Science/JAI Press, Oxford, 2002.
K. M. Kacmar and D. S. Carlson, “Further Validation of the Perceptions of Politics Scale (Pops): A Multiple Sample Investigation,” Journal of Management, Vol. 23, No. 5, 1997, pp. 627-658.
J. R. Rizzo, R. J. House and S. I. Lirtzman, “Role Conflict and Ambiguity in Complex Organizations,” Administrative Science Quarterly, Vol. 15, No. 2, 1970, pp. 150-163.
S. E. Seashore, E. E. Lawler, P. Mirvis and C. Cammann, “Observing and Measuring Organizational Change: A Guide to Field Practice,” Wiley, New York, 1982.
P. M. Podsakoff and D. W. Organ, “Self-Reports in Organizational Research: Problems and Prospects,” Journal of Management, Vol. 12, No. 4, 1986, pp. 531-544.