Abstract:
Organizational Policies (OP) refers to the influence activities organizational members resort to in order to maximize their interest and goals in the work place. This paper has two main goals: (1) to review major studies which have discussed op in the recent years and thereby (2) to propose a theoretical model for the relationship between op and employee performance. While so far most studies have concentrated on op’s negative outcomes, this paper argues that, under certain conditions op may have positive effects valuable born to organizations and their members. The models used a contingency approach which is in much contingency with Ferris and Kacmar’s (1992) recommendation of a more balance perspective toward organizational powers. In this research work, we have used both primary and secondary data. It is an evaluative research design within depth analysis on the modus operandi of organizational politics in both industrial and service sector. Organizational Politics queues from the politics of daily experience as the desire to acquire power over others. Powers itself is the ability to influence others to do something whether or not the followers likes it. In the organization, it takes many forms, but not with the bickering that follow political officers, but with the scheming that lead themselves to the quest to outwit the incumbent occupant of a post. In practice, it looks very virulent, and so, unattractive. However, to the enterprise it gives room for competition which midwives innovations. Such as atmosphere cannot be said to be antagonistic. So, to an outsider, organizational politics is a dirty game, but to the company, it has inherent advantages
