Perceived organizational politics, job stress and job involvement of public sector employees in Nigeria: the role of resilience

Abstract

Empirical evidence suggests that only 15% of employees are dedicated and involved in the workplace in Nigeria. The study examined the role of resilience in the relationship between perceived organisational politics, job stress and job involvement among employees in Zamfara state. The research is quantitative in nature employing both survey and cross-sectional research designs. The study utilised purposive sampling techniques as 500 pieces of the questionnaire were distributed to respondents and of which 266 pieces of the questionnaire were valid and used for analysis. The study utilised structural equation modelling to ascertain the hypothesised relationship. The finding revealed that perceived organisational politics and resilience have negative and positive significant effect on job involvement respectively while job stress has negative nonsignificant effect on job involvement. In addition, resilience significantly moderated the relationship between job stress and job involvement but failed to significantly moderate the relationship between perceived organisational politics and job involvement. The study recommended government effort at ensuring that employees' workload is nominal to discourage job stress.

Keywords

• perceived organizational politics
• job involvement
• resilience
• job demands-resources model
• job stress