ABSTRACT
A growing body of literature has shown that organizational politics can demonstrate detrimental effects on both people and organizations. Following the publication of Ferris, Russ, and Fandt’s (1989) model of organizational politics, scholars have noted that individual differences not only act as antecedents of politics perceptions but also affect reactions to those perceptions (e.g., O’Connor & Morrison, 2001; Rosen, Chang, & Levy, 2006). Organizational politics can demonstrate effects on employees in two ways. First, politics is a form of stressor that can lead to strains in employees (Miller, Rutherford, & Kolodinsky, 2008; Vigoda, 2002). Hence, it might be considered an interpersonal conflict stressor (Siu, Spector, Cooper, & Lu, 2005).
