I. J. of Business & Management Research
Research Article | 
Impact of Organisational Politics on Employee Turnover and Employee Performance
Author(s) : Dr. Namrata Gupta1, Mayank Singhal2, Dr. Sunita Chauhan3
Publisher : FOREX Publication
Published : 25 July 2021
e-ISSN : 2347-4696
Page(s) : 244-249
Abstract
The Power is one’s ability to influence other people. Influence is the process of affecting the person mentally or emotionally. When employees in an organization convert their powers into action politics comes into existence. Those with good political skills have the ability to use their bases of power vigorously. Politics concerns to the ways people gain and use power. Thus, organizational politics means the use of energy, strength and influence in organizations. Many researches have been conducted in various sectors to demonstrate the impact of Organizational Politics (OP).
The aim of this study was to find the impact of organizational politics on employee turnover & employee performance in case of private sector banks. This study also finds out various factors underlying employee turnover & employee performance. To achieve the object of the study questionnaire survey was used. The results show that there is a significant impact of Organizational Politics on Employee Turnover but there is no significant impact of Organizational Politics on Employee Performance among private bank employees.
Keywords: Organizational Politics, Employee Turnover, Employee Performance , Job Performance
Dr. Namrata Gutpta, Assistant Professor in Management, MITS, Gwalior, Madhya Pradesh, India ; Email: drnamrata0751@gmail.com
Mayank Singhal, Assistant Professor in Management, Aditya College, Madhya Pradesh, India ; Email: mayanksinghal333@gmail.com
Dr. Sunita Chauhan, Assistant Professor in Management, Aditya College, Madhya Pradesh, India ; Email: sunitaschauhan11@gmail.com
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Dr. Namrata Gupta, Mayank Singhal and Dr. Sunita Chauhan (2021), Impact of Organisational Politics on Employee Turnover and Employee Performance. IJBMR 9(3), 244-249. DOI: 10.37391/IJBMR.090301.