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The author examined human-resource professionals' occupation-related and general work experience, socialization from participation in professional activities, organizational size, and perceived independence as predictors of perceptions of organizational politics (POPS). Results varied with the author's use of the overall POPS scale (K. M. Kacmar & G. R. Ferris, 1991) vs. a more specific subscale that measured perceptions related to such issues as pay- and promotion-related politics. It was most notable that work experience appeared to have an inverse relationship with POPS among human-resource professionals in the area of pay and promotions. The author discussed results in relation to the implications and directions for future research. Key words: employment issues, human-resource professionals, organizational politics, social perception, work experience, ORGANIZATIONS, by their very nature, are composed of internal coalitions of interests, according to many scholars and practitioners (Pfeffer & Salancik, 1977; Serven, 2002). It is not surprising that Ferris [...]

The current trend with organizations is to streamline operations, cut cost, and operate with fewer employees (i.e., to do more with less). This trend has encouraged events such as downsizing and mergers as well as fostered the development of virtual work environments and new organizational forms like virtual organizations. Consequently, this change in organizational forms and the context of work has the potential to cause other associated consequences. One possible consequence is a change in the availability and type of referent others available. Likewise, a better understanding of worker referent choice remains a common issue of debate among researchers of comparison theories. This paper examines how referent selection relative to worker social comparison is (and will be) affected by the changing nature of organizations and the context of work., The appearance and structure of organizations are changing as we enter the new millennium (Fitzpatrick & Burke, 2000; Lally & Kostner, 1997). These changes in organizations have evolved through various [...]

This paper analyzes the suitability and readiness level of cultures for the acceptance of a democratic system of government. Utilizing the concept of equity sensitivity in conjunction with Hofstede's cultural dimensions (individualism/collectivism, masculinity/femininity, uncertainty avoidance, and power distance) the "fit" between a society's overall values and desire for equality and the ideals of democracy are assessed (what some scholars refer to as legitimacy). Several propositions are offered and various conclusions discussed relative to the appropriateness of the Western ideal of democracy. [ABSTRACT FROM AUTHOR]

This paper analyzes the suitability and readiness level of cultures for the acceptance of a democratic system of government. Utilizing the concept of equity sensitivity in conjunction with Hofstede's cultural dimensions (individualism/collectivism, masculinity/femininity, uncertainty avoidance, and power distance) the "fit" between a society's overall values and desire for equality and the ideals of democracy are assessed (what some scholars refer to as legitimacy). Several propositions are offered and various conclusions discussed relative to the appropriateness of the Western ideal of democracy. [ABSTRACT FROM AUTHOR]