How perceptions of organizational politics influence self-determined motivation: The mediating role of work mood

Asia Pacific Management Review xxx (2017) 1e10

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Asia Pacific Management Review journal homepage: www.elsevier.com/locate/apmrv

How perceptions of organizational politics influence self-determined motivation: The mediating role of work mood Hsiu-Tsu Cho, Jen-Shou Yang* a b

Department of Counseling and Applied Psychology, National Taichung University of Education, 140, Minsheng Rd., West Dist., Taichung City 40306, Taiwan Department of Business Administration, Yunlin University of Science & Technology, 123, University Rd., Section 3, Douliou, Yunlin 64002, Taiwan

a r t i c l e i n f o

a b s t r a c t

Article history: Received 3 February 2016 Received in revised form 22 April 2017 Accepted 24 May 2017 Available online xxx

The relationship between perceptions of organizational politics (POPs) and self-determined work motivation has yet to be understood rigorously. Drawing on self-determination theory, affective events theory, and emotion-associated theories, we propose (1) that organizational politics is a crucial factor affecting self-determined motivation in organizations and (2) that work mood (e.g. anxiety and depression) is a psychological mediator affected by POPs and affecting self-determined motivation. We tested the model by using a Taiwanese sample of considerable variability in gender, hierarchical level, and tenure. Analysis results indicate that POPs diminish intrinsic motivation, autonomous extrinsic motivation, and controlled extrinsic motivation, but increase amotivation. Anxiety is a partial mediator in the POPseintrinsic motivation, POPseautonomous extrinsic motivation, and POPsecontrolled extrinsic motivation relationships, but anxiety does not mediate the relationship between POPs and amotivation. In contrast, depression is a partial mediator in the POPseintrinsic motivation and POPseamotivation relationships, and it is a complete mediator in the POPseautonomous extrinsic motivation and POPs econtrolled extrinsic motivation relationships. Given that work motivation is an important determinant of employee work behaviors; our results specify a possible link between POPs and employee outcomes. The distinct mediating roles of anxiety and depression in the POPs-work motivation relationships imply that different types of political behavior might induce distinctive work moods that produce divergent organizational outcomes. © 2017 College of Management, National Cheng Kung University. Production and hosting by Elsevier Taiwan LLC. All rights reserved.

Keywords: Perceptions of organizational politics Self-determined motivation Anxiety Depression

1. Introduction A large body of research has demonstrated the influence of organizational politics on organization outcomes (Ferris, Adams, Kolodinsky, Hochwarter, & Ammeter, 2002). Organizational politics means “a social influence process in which behavior is strategically designed to maximize short-term or long-term self-interest, which is at the expense of others' interests” (Ferris, Fedor, Chachere, & Pondy, 1989). Whether political behavior proves beneficial or harmful to organizations may depend on how that behavior is perceived rather than on reality (Gandz & Murray, 1980). Perceptions of organizational politics (POPs) involve people's attribution of others' behaviors to self-serving intent, and are defined more specifically as “an individual's subjective evaluation

about the extent to which the work environment is characterized by coworkers and supervisors who demonstrate such self-serving behavior” (Ferris, Harrell-Cook, & Dulebohn, 2000, p. 90). POPs are based on the perceiver's interpretation of individually experienced events and the behaviors of others, even if this interpretation is a misperception of actual events (Ferris, Frink, Bhawuk, Zhou, & Gilmore, 1996). Previous researchers have argued that a highly political environment is associated with a variety of such adverse effects on work life as high stress, high turnover intention, low worker satisfaction, weak commitment, detrimental organizational citizenship behavior, and low productivity; thus, organizational productivity and profitability suffer (Chang, Rosen, Siemieniec, & Johnson, R., 2012; Ferris et al., 2002; Harris, Harris, & Harvey, 2007; Kacmar & Baron, 1999).

* Corresponding author. E-mail address: [email protected] (J.-S. Yang). Peer review under responsibility of College of Management, National Cheng Kung University. http://dx.doi.org/10.1016/j.apmrv.2017.05.003 1029-3132/© 2017 College of Management, National Cheng Kung University. Production and hosting by Elsevier Taiwan LLC. All rights reserved.

Please cite this article in press as: Cho, H.-T., & Yang, J.-S., How perceptions of organizational politics influence self-determined motivation: The mediating role of work mood, Asia Pacific Management Review (2017), http://dx.doi.org/10.1016/j.apmrv.2017.05.003

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H.-T. Cho, J.-S. Yang / Asia Pacific Management Review xxx (2017) 1e10

Despite prior research has suggested that POPs influence work behaviors and organizational outcomes, the mechanism of linkage relationships are not fully understood. This study explored the mediating role of work mood on the basis of affective events theory. According to affective events theory (AET), work environment in general and work events in particular lead to affective reactions experienced at work, which then influence work attitudes and work behaviors (Weiss & Cropanzano, 1996). Recent research has claimed that POPs are affect-laden events likely to elicit intensely emotional responses (Rosen, Harris, & Kacmar, 2009; Thiel, Hill, Griffith, & Connelly, 2014). As such, the effects of the emotional aspects of POPs on work motivation merit further exploration. In addition, research based on self-determination theory (SDT) has demonstrated that motivation is affected by environmental factors through their effects on psychological mediators, in turn yielding organizational and individual outcomes (Vallerand, 1997). We therefore propose here that organizational politics is a crucial environmental factor and that work mood is a psychological mediator affected by POPs and affecting self-determined motivation. By drawing on SDT, this study examines the relationship between POPs and self-determined motivation as well as the mediating role of work mood. SDT identifies four types of selfdetermined motivation (Deci & Ryan, 2000). The primary difference between SDT and most other work motivation theories is that SDT focuses on the relative strength of autonomous versus controlled motivation rather than on total amount of motivation
& Deci, 2005). POPs are likely to influence employee (Gagne perception of autonomy because employees do not know which actions are appropriate in a highly political environment. Previous research has confirmed that POPs are a crucial factor eliciting negative affective reactions (Ferris et al., 1996; Harris & Kacmar, 2005). Recent research has proposed that frustration meditates the path between POPs and several employee behavioral outcomes including job satisfaction, task performance, organizational citizenship behaviors, and turnover intention (Rosen et al., 2009). A thorough literature review asserted that, in terms of emotional aspects, the link between POPs and work motivation had rarely been a subject of analysis, despite the effort being worthwhile (Miller, Rutherford, & Kolodinsky, 2008). Accordingly, the present study explores the effects of POPs on four types of self-determined motivation, namely intrinsic motivation, autonomous extrinsic motivation, controlled extrinsic motivation, and amotivation. Furthermore, this study clarifies the mediating role of anxiety and depression in the relationship between POPs and self-determined motivation. 2. Theoretical background and hypotheses We use affective events theory (Weiss & Cropanzano, 1996) as a base to explain how anxiety and depression mediate the effects of POPs on self-determined motivation. Affective events theory suggests that features of the work environment are associated with affective episodes. Following an interpretive appraisal, such episodes or events elicit intense emotional reactions from employees. AET posits that these affective experiences have consequences for work behaviors and attitudes. Previous research declares that employees respond in negative way to their POPs in the workplace (Ferris & Kacmar, 1992; Ferris, Fedor et al., 1989; Ferris, Russ, & Fandt, 1989). According to AET, the events that have been appraised as threatening to empolyees’ goal achievement or wellbeing lead to more negative emotions (e.g. anxiety and depression) (Rosen et al., 2009). Based on this theoretical framework, research hypotheses in this study are developed in the following section.

2.1. POPs and work motivation Work motivation is a set of energetic forces that originate within as well as beyond a person's being, and initiate work-related behavior and determine its form, direction, intensity, and duration (Pinder, 1998, p. 11). In other words, motivation involves having an intention to act, whereas amotivation means a lack of intention to act (Harris et al., 2007). Classic work motivation theorists proposed the model of intrinsic and extrinsic motivation (Porter & Lawler, 1968). In selfdetermination theory, extrinsic work motivation is categorized into autonomous and controlled extrinsic motivation (Deci & Ryan,
& Deci, 2005). Autonomous extrinsic motivation 2000; Gagne comprises identified regulation, which is a moderately autonomous motivation, and integrated regulation, which is an autonomous motivation. Controlled extrinsic motivation comprises external regulation, which is a controlled motivation, and introjected regulation, which is a moderately controlled motivation. Along the
& Deci, 2005), controlled-to-autonomous continuum (Gagne intrinsic motivation is an inherently autonomous form of motivation because people act entirely volitionally and feel interested in the activity. Autonomous extrinsic motivation is relatively less autonomous because it is a behavioral regulation for which the related values have been internalized and, thus, no longer require the presence of an external contingency, such as recognition and feelings of guilt. By contrast, controlled extrinsic motivation is considered to be externally regulated, and is initiated and maintained by external stimuli (e.g., to receive a raise or to feel worthy). The current study follows the postulated typology of SDT to distinguish four types of self-determined motivation: intrinsic motivation, autonomous extrinsic motivation, controlled extrinsic motivation, and amotivation. According to SDT, the environment influences motivation through perceptions of competence, autonomy, and relatedness (Deci & Ryan, 2000). Autonomy means that people are in control of their lives, independent, and self-reliant, resulting in a central feeling that their own behavior is self-motivated and emerging from genuine interest (Ryan & Deci, 2000). Competence involves self-efficacy, which is a feeling that one can gain skills to accomplish and overcome obstacles. Relatedness is the need to engage in warm relationships with others and is associated with reduced work strain (McAdams & Bryant, 1987). Social contexts that offer people an opportunity to satisfy the three basic needs activate different self-determined types of motivation, whereas events that prevent these needs from being satisfied produce non-self-determined types of motivation (Deci & Ryan, 1985). POPs may be detrimental to intrinsic motivation. Intrinsically motivated behaviors are those performed by people for the plea
& Deci, sure and satisfaction derived from performing them (Gagne 2005). People who engage in an activity because they find it interesting are partaking in the activity entirely of their own volition. However, POPs are associated with uncertainty about organizational decisions and ambiguity about expectations, procedures, and roles (Ferris et al., 2002; Ferris, Fedor et al., 1989; Ferris, Russ et al., 1989; Kacmar & Baron, 1999). This pattern leads employees to feel indecisive when facing the possibility of taking action and undermines the enjoyment derived from doing a task. POPs are also related to low job autonomy (Ferris & Kacmar, 1992) and are expected to reduce intrinsic motivation in turn. Therefore, we predict that POPs are negatively related to intrinsic motivation. Hypothesis 1a. POPs are negatively related to intrinsic motivation. POPs may reduce autonomous external motivation. Being autonomously extrinsically motivated requires that employees

Please cite this article in press as: Cho, H.-T., & Yang, J.-S., How perceptions of organizational politics influence self-determined motivation: The mediating role of work mood, Asia Pacific Management Review (2017), http://dx.doi.org/10.1016/j.apmrv.2017.05.003

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internalize a set of organizational values into their own selfselected goals. With identified regulation, employees feel great freedom because their behavior is congruent with their personal goals and identities. With integrated regulation, employees have a full sense that their behavior is an integral part of who they are
& Deci, 2005). However, in an organization that is politically (Gagne charged, employees recognize top managers’ behaviors as being directed toward the goal of furthering the managers’ own selfinterests. In such circumstances, employees are not likely to internalize top managers’ values and goals. Moreover, there are full of self-interested and resource-competitive behaviors in highly political environments. Relationships among employees are tense instead of warm, creating low trust among employees (Kacmar & Baron, 1999). This trend dampens people’s experience of relatedness where low autonomous external motivation takes hold. Therefore, we predict that POPs are negatively related to autonomous external work motivation. Hypothesis 1b. POPs are negatively related to autonomous extrinsic work motivation. Controlled extrinsic motivation occurs when behaviors are seductively or coercively elicited by such external contingencies as rewards or negative consequences. POPs increase people’s perception of uncertainty in obtaining rewards. Uncertainties regarding whether accomplishments will result in favorable outcomes are detrimental to motivation (Lawler, 1971). In addition, “Employee felt obligation to help organizations” is a type of controlled extrinsic motivation. Perceived organizational support was determined to be positively associated with employee felt obligation regarding efforts to help the given organization reach its goals (Eisenberger, Stinglhamber, Vandenberghe, Sucharski, & Rhoades, 2002). Nonetheless, POPs were determined to be negatively related to perceived organizational support (Harris et al., 2007). Moreover, an explicit performance feedback influences the motivational level of fulfilling obligations (Van-Dijk & Kluger, 2004). However, performance feedback is frequently political and ambiguous in a highly political organization. Several empirical studies have shown that POPs relate negatively to organization commitment (Kimura, 2013) and affective commitment (Indartono & Chen, 2011). The negative relationships lead to low trust between employees and organization so that employees have little faith on external contingencies of organization. Finally, employees’ controlled extrinsic motivation gradually diminishes. Therefore, in the present study, we expect POPs to reduce controlled extrinsic motivation. Hypothesis 1c. POPs are negatively related to controlled extrinsic work motivation.

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2.2. POPs and negative work mood According to AET, organizational events are proximal causes of affective responses, and these affective experiences have direct influences on behaviors and attitudes (Weiss & Beal, 2005; Weiss & Cropanzano, 1996). In line with AET, autonomy and supervisor support have been determined to be negatively related to negative emotions (Wegge, Van Dick, Fisher, Wecking, & Moltzen, 2006). As discussed previously, POPs are negatively related to perceived autonomy and organizational support. Researchers have suggested that employees perceive organizational politics as a threat to organizational well-being, thus precipitating various negative affective and behavioral outcomes (Chang, Rosen, & Levy, 2009; Valle & Perrewe, 2000). In short, POPs are likely to cause negative work moods, such as anxiety and depression. 2.3. POPs and anxiety Conservation of resources (COR) theory is particularly useful in predicting the relationship between POPs and anxiety. COR theory asserts that people strive to obtain, retain, and protect the quality and quantity of their resources and to limit any state that threatens the security of these resources to cope with the challenges in their lives. Those valued resources may be personal, such as self-esteem; material, such as money; or conditions, such as status and social support. When people's resources are threatened with loss or are lost, or when people fail to make gains following the investment of other resources, mental or physical stress is a likely outcome (Hobfoll, 1989, 2002). These outcomes include anger, frustration, and anxiety in the short term and include burnout, depression, or coronary heart disease in the long term. Anxiety is activated when people face uncertain, existential threats (Lazarus, 1991). These threats are likely to be elicited by POPs. Many people who perceive a high degree of organizational politics subsequently perceive a threat to valued resources. For example, employees with high POPs are inclined to feel anxious when a coworker attempts to receive a promotion by sabotaging their efforts; they may worry that the coworker is acting in a selfinterested manner and exploiting their hard work to reduce their anticipated resource gain. Consequently, and in line with COR theories, employee anxiety grows as employees worry about losing anticipated resource gains (Hobfoll, 1989, 2002). In other words, POPs are associated with employee anxiety. Hypothesis 2a. POPs are positively related to employee anxiety.

2.4. POPs and depression

We further expect POPs to increase amotivation, which is entirely lacking in self-determination. When amotivated, people experience a lack of contingency between their behaviors and outcomes. No sense of purpose, expectation of reward, or possi
& Deci, bility of changing the course of events is present (Gagne 2005; Guay, Vallerand, & Blanchard, 2000). Employees with high POPs experience confusion regarding which behaviors result in expected outcomes. They may lose the expectation of reward or the intention to change the course of events because they do not know which actions are acceptable. This tendency results in feelings of incompetence and uncontrollability. Consequently, high POPs are associated with a low sense of self-determination. Therefore, we predict that POPs are positively related to amotivation.

We infer here that POPs are positively related to employee depression. Previous studies have indicated that interpersonal mistrust, difficulties within a partnership, job stress, and role ambiguity are all positively related to depression (Caplan & Jones, 1975). Early studies have revealed that POPs are stressors capable of causing tension (e.g., Ferris et al., 2002; Ferris, Fedor et al., 1989; Ferris, Russ et al., 1989; Vigoda-Gadot, 2002) and increasing job stress (Ferris, Fedor et al., 1989; Ferris, Russ et al., 1989; Miller et al., 2008) because of role conflict, role ambiguity, and lack of power (Nelson & Burke, 2000; Aryee, Li-Yun, Chen, & Debrah, 2008). Kacmar and Baron (1999) also showed that POPs are negatively related to trust among coworkers. Therefore, in the current study, we expect that POPs can cause depression.

Hypothesis 1d. POPs are positively related to amotivation.

Hypothesis 2b. POPs are positively related to employee depression.

Please cite this article in press as: Cho, H.-T., & Yang, J.-S., How perceptions of organizational politics influence self-determined motivation: The mediating role of work mood, Asia Pacific Management Review (2017), http://dx.doi.org/10.1016/j.apmrv.2017.05.003

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2.5. Anxiety and depression as mediators in the relationship between pops and work motivation Grouzet, Vallerand, Thill, and Provencher (2004) confirmed the following integrated motivational sequence: environmental factors / psychological mediators / self-determined motivation / consequences. Accordingly, POPs, which constitute an environmental factor, may influence self-determined motivation through work mood, a psychological mediator that is associated with the perceptions of autonomy, competence, and relatedness. Indeed, Thiel et al. (2014) recently found that positive affect is a mediator in the relationship between leaders' political tactics and followers’ perceptions of justice and leader effectiveness. Previously in the current study, we discussed the probable influence of POPs on anxiety and depression; in the following sections, we discuss the relationships between the two negative work moods and intrinsic motivation, autonomous extrinsic motivation, controlled extrinsic motivation, and amotivation. Anxiety may undermine self-determined motivation because it activates the perceptions of low competence and low autonomy. Emotion has direct effects on the direction, intensity, and persistence of motivation (Seo, Bartunek, & Barrett, 2010) and each emotion induces a unique type of motivation. Anxiety, in the same emotion family with fear (Lazarus, 1991; Scherer, 1997), plays the function of preventing and monitoring threats. People in a state of anxiety or fear have the action tendencies of approaching a safe place to escape danger and have the appraisal tendencies of uncertainty, poor situational control, low power, weak adjustment ability, goal hindrance, and low coping ability (Frijda, Kuipers, & Schure, 1989; Roseman, Wiest, & Swartz, 1994; Smith & Ellsworth, 1985). Perceptions of competence and autonomy are low for anxious people because they are conscious of their purportedly low ability to cope with situations associated with uncertainty, situational control, and obstacles. This results in a lack of self-determination. In summary, numerous reasons support our prediction that anxiety has negative effects on self-determined motivation. First, it is difficult for anxious people to enjoy their jobs when their primary goal is to avoid threatsdthat is, when these employees perform tasks only for security objectives. Therefore, in the present study we expect anxiety to reduce intrinsic motivation. Second, their selfdirected perceptions of poor situational control, low power, goal hindrance, and low coping ability can decrease anxious people's sense of self-determination and decrease work motivation in terms of internalized values and goals, consequently decreasing these people's autonomous extrinsic motivation. Third, while performing their jobs, anxious people prioritize the maintenance of security or an avoidance of blame for failure; they are not regulated by external rewards. Hence, their controlled extrinsic motivation decreases. Finally, as anxiety involves the functional goals of preventing and monitoring threats, anxious people tend to be eager to escape from highly political environments' potential dangers. Ferris et al. (2000) argued that intense perceptions of organizational politics can help form a threatening work context that induces employee anxiety and that exerts pressure on employees to engage in political behaviors, such as engaging in strong influence tactics and being members of powerful coalitions, for the purpose of meeting personal goals. As such, POPs are not likely to increase amotivation through activating anxiety. Therefore, we propose the following hypotheses.

Hypothesis 3c. Employee anxiety mediates the relationship between POPs and controlled extrinsic motivation. Hypothesis 3d. Employee anxiety does not mediate the relationship between POPs and amotivation. We expected that depression would influence self-determined motivation because depression is characterized by employees’ perception of their own low competence and low autonomy. Depression and sadness are members of the same family of emotions (Lazarus, 1991; Scherer, 1997). The functional goals pursued by people who suffer from depression or sadness concern the attainment of rewards. Despite being inactive, most depressed people seek benefits. The appraisal tendencies of sad or depressed people are helplessness, low situational control, low power and adjustment, goal hindrance, and low coping ability (Frijda et al., 1989; Roseman et al., 1994; Smith & Ellsworth, 1985). Therefore, depressed people will experience low competence and autonomy and, thus, a decreased sense of self-determination. For these reasons, we expected employees’ depression to have negative effects on their self-determined motivation because depression diminishes people’s sense of self-determination. First, most depressed people try to attain others’ support rather than try to experience enjoyment derived from activities. Therefore, we expected that depression reduces intrinsic motivation. Second, most depressed people intend to obtain tangible or intangible rewards to compensate for the loss of valued things, and the intention is irrelevant to the internalization of organizational goals. Therefore, we expected that depression reduces autonomous extrinsic motivation. Third, most depressed people, although eager to compensate for their losses by obtaining resources, feel helpless and perceive situations as uncertain and as under external control (Frijda et al., 1989; Roseman et al., 1994; Smith & Ellsworth, 1985). In a highly politicized organization, employees tend to regard the relationships between performance and the attainment of desired outcomes as ambiguous and uncertain (Aryee, Chen, & Budhwar, 2004). These weak connections reinforce employees’ feelings of uncontrollability and diminish the employees’ intentions to seek external rewards. Hence, employee controlled extrinsic motivation decreases. Finally, depression is primarily a motivational deficit (Layne, 1980), and we consequently expected that depression increases amotivation. Regarding the aforementioned discussion about the relationship between POPs and work motivation, we propose the following hypotheses (Fig. 1 summarizes the relationships among these hypotheses):

Hypothesis 3a. Employee anxiety mediates the relationship between POPs and intrinsic motivation. Hypothesis 3b. Employee anxiety mediates the relationship between POPs and autonomous extrinsic motivation.

Fig. 1. Framework for perceptions of organizational politics, anxiety, depression, and work motivation.

Please cite this article in press as: Cho, H.-T., & Yang, J.-S., How perceptions of organizational politics influence self-determined motivation: The mediating role of work mood, Asia Pacific Management Review (2017), http://dx.doi.org/10.1016/j.apmrv.2017.05.003

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Hypothesis 4a. Employee depression mediates the relationship between POP and intrinsic motivation. Hypothesis 4b. Employee depression mediates the relationship between POP and autonomous extrinsic motivation. Hypothesis 4c. Employee depression mediates the relationship between POP and controlled extrinsic motivation. Hypothesis 4d. Employee depression mediates the relationship between POP and amotivation. 3. Method 3.1. Sample We selected participants who have worked for at least one year to assure that they experienced organizational politics and work mood in organizations. A total of 204 participants, who had fulltime jobs, were recruited in class and were not provided a monetary reward. The sample including of 88 employees taking the onthe-job training course sponsored by Bureau of Employment and Vocation Training and 116 master of business administration (MBA) students. The survey respondents were anonymous. The sample consisted of a wide array of industries, including private (n ¼ 155) and public (n ¼ 49) sectors. The sample included 81 managers and 123 non-managers, 117 women and 87 men. The job tenure was distributed as follows: (a) above 3 years (n ¼ 4); (b) 3e5 years (n ¼ 32); (c) 6e10 years (n ¼ 50); (d) 11e15 years (n ¼ 49); (e) 16 or more years (n ¼ 69). The organizational size distribution was as follows: (a) 0e50 employees (n ¼ 67); (b) 50e200 employees (n ¼ 78); (c) 200e500 employees (n ¼ 21); (d) 500e1000 employees (n ¼ 14); (e) 1000 or more employees (n ¼ 24). 3.2. Measures Perceptions of organizational politics. We measured POPs by using Kacmar and Carlson’s (1997) 15-item Perceptions of Organizational Politics Scale (a ¼ 0.86 for the present study's sample after dropping two items with low factor loading). Participants rated each item on a 7-point Likert-type scale ranging from 1 (strongly disagree) to 7 (strongly agree). Items included “People in this organization attempt to build themselves up by tearing others down” and “When it comes to pay raise and promotion decisions, policies are irrelevant.” This measure has been used successfully in numerous empirical studies (e.g., Harris et al., 2007; Treadway et al., 2005). Work mood. We selected six items (7-point Likert-type scale) to assess anxiety and depression. Anxiety was measured by averaging the scores of three items: anxiety, nervous, and afraid (a ¼ 0.77). Depression was measured by averaging the scores of three items: sadness, frustration, and distress (a ¼ 0.82). Work motivation. We measured work motivation by using the Situational Motivation Scale (SIMS) developed by Guay et al. (2000). The scale contains 16 items measuring four subscales (with four items each): intrinsic motivation (a ¼ 0.89), autonomous extrinsic motivation (a ¼ 0.70), i.e., identified regulation (Deci & Ryan, 1985), controlled extrinsic motivation (a ¼ 0.70 after dropping one item with low factor loading), i.e., external regulation (Deci & Ryan, 1985), and amotivation (a ¼ 0.74). Previous studies have supported the reliability of the SIMS (Guay et al., 2000; Kowal & Fortier, 1999). Nunnally (1978) suggested that self-report scales with internal consistencies in the 0.70e0.80 range are acceptable for research purposes. Therefore, all the measurements in the study are reliable. In the present study, participants were asked to rate how

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important each of the 16 statements were to their personal motives to engage in their present work, by responding to the stem “Why are you currently engaged in your job.” Each item was rated on a 7point Likert-type scale, ranging from 1 strongly disagree to 7 strongly agree. Sample items of intrinsic motivation, autonomous extrinsic motivation, controlled extrinsic motivation, and amotivation were “Because I think that this job is interesting,” “Because I believe that this job is important for me,” “Because I am supposed to do it,” and “I do this job but I am not sure if it is worth it,” respectively. Control variables. Past research has demonstrated that gender, position, job tenure, organizational size, and whether the sector is public or private private/public sector may influence employee work mood and motivation levels (Amabile, Hill, Hennessey, & Tighe, 1994; Buelens & Van den Broeck, 2007; Byrne, Kacmar, Stoner, & Hochwarter, 2005). We collected these demographics. However, the analyses of zero-order correlations showed that only gender, position, and job tenure were the statistically significant factors associated with motivation (see Table 2). Therefore, we included these three variables as the control in the hierarchical regression analysis. 3.3. Procedure We conducted the survey of our working MBA students and workers in a training course in groups of up to 15 participants. We directed the participants to sit at least one seat apart to reduce distraction. After all of the participants had completed the questionnaire, we asked them to return the materials and gave them a package of chocolates to thank them for their participation. 4. Results 4.1. Scale analyses We established the factorial validity of the scales using confirmatory factor analysis (CFA). Table 1 presents the CFA results of the proposed model. As shown in Table 1, the results of the seven-factor model demonstrated good fit with the data (c2 ¼ 824.38, N ¼ 204)/ df(493) ¼ 1.67, RMSEA ¼ 0.058, CFI ¼ 0.90, TLI ¼ 0.89, IFI ¼ 0.90). Against this baseline seven-factor model, we tested five alternative models: Model 1 was a six-factor model of intrinsic motivation merged with autonomous extrinsic motivation; Model 2 was a sixfactor model of autonomous extrinsic motivation merged with controlled extrinsic motivation; Model 3 was a six-factor model of depression merged with anxiety; Model 4 was a five-factor model of intrinsic motivation merged with autonomous and controlled extrinsic motivation; and Model 5 was a one-factor model. As

Table 1 Comparison of measurement models. Model

Factors

Baseline 7 factors Alternatives Model 1 6 factors Model 2 6 factors Model 3 6 factors Model 4 5 factors Model 5 1 factor

x2

df

824.38

493

881.46 852.64 846.62 910.46 2045.08

499 499 499 504 514

Dx2 (df)

57.08** (3) 28.26** (3) 22.24** (3) 86.08** (11) 1220.70** (21)

RMSEA

CFI

TLI

IFI

0.058

0.90

0.89

0.90

0.061 0.059 0.059 0.063 0.121

0.88 0.89 0.89 0.88 0.53

0.87 0.88 0.88 0.86 0.49

0.88 0.89 0.90 0.88 0.54

Note: n ¼ 204. *p < 0.05, **p < 0.01, ***p < 0.001. Model 1 was a six-factor model with intrinsic motivation merged with autonomous extrinsic motivation. Model 2 was a six-factor model with autonomous extrinsic motivation merged with controlled extrinsic motivation. Model 3 was a six-factor model with depression merged with anxiety. Model 4 was a five-factor model with intrinsic motivation merged with autonomous extrinsic motivation and controlled extrinsic motivation.

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Table 2 Means, standard deviations, and correlations (n ¼ 204). Variable Gender Position Tenure Sector Size 1. POPs 2. Depression 3. Anxiety 4. IM 5. AEM 6. CEM 7. AM

M

3.99 2.63 2.67 5.07 5.30 5.27 3.64

SD

Gender

Position

Tenure

Sector

1.01 1.08 1.07 1.06 0.96 0.92 1.15

0.23** 0.10 0.11 0.07 0.02 0.11 0.06 0.12 0.15* 0.15* 0.11

0.34** 0.20** 0.04 0.29** 0.10 0.05 0.14 0.17* 0.11 0.11

0.02 0.19** 0.11 0.15* 0.17* 0.13 0.10 0.08 0.07

0.04 0.07 0.01 0.03 0.08 0.06 0.05 0.00

Size

1

2

3

4

5

6

7

(0.70) 0.11

(0.74)

*

0.23** 0.02 0.01 0.02 0.09 0.10 0.06

(0.86) 0.23** 0.17* 0.24** 0.18** 0.16* 0.36**

(0.82) 0.72** 0.45** 0.29** 0.23** 0.22**

(0.77) 0.38** 0.23** 0.22** 0.15*

(0.89) 0.69** 0.60** 0.28**

(0.70) 0.67** 0.24**

Note: Estimates of Cronbach's a are on the diagonal in parentheses. *p < 0.05, **p < 0.01. ***p < 0.001, all values two-tailed. POPs ¼ perception of organizational politics; IM ¼ intrinsic motivation; AEM ¼ autonomous extrinsic motivation; CEM ¼ controlled extrinsic motivation; AM ¼ amotivation.

shown in Table 1, the fit indices supported the seven-factor model, providing evidence for the construct distinctiveness between the seven variables. 4.2. Preliminary analyses Means, standard deviations, Cronbach alphas, and zero-order correlations for all study variables are presented in Table 2. POPs was significantly related to anxiety, depression, and four types of self-determined motivation. Anxiety and depression were also significantly related to four types of self-determined motivation. There are the acceptable values of alpha, ranging from.70 to 0.89, among all the variables. These results provided preliminary support for subsequent testing of the hypothesized model in the study. There is an interesting finding that gender was a significant predictor of control extrinsic motivation, as shown in Tables 2 and 3. It revealed that female employees were more coercively motivated by rewards or negative consequences than male employees. 4.3. Regression analyses To aid in viewing our results, we provided the data of regression

analyses in Table 3 for Hypotheses 1a, 1b, 1c, and 1d. The model 1s in Table 3 showed that POPs was significantly and negatively related to intrinsic motivation (b ¼ 0.23, p < 0.01), autonomous extrinsic motivation (b ¼ 0.16, p < 0.05), and controlled extrinsic motivation (b ¼ 0.16, p < 0.05) and positively related to amotivation (b ¼ 0.37, p < 0.001). These results supported Hypotheses 1a, 1b, 1c, and 1d. The data in Tables 3 and 4 indicate that POPs was significantly related to anxiety and depression in the hypothesized directions (anxiety: b ¼ 0.17, p < 0.05; depression: b ¼ 0.21, p < 0.01). Hypotheses 2a and 2b were both supported. To test Hypotheses 3 and 4 and determine whether anxiety and depression serve as mediators, we followed the regression procedure of Baron and Kenny (1986). The results of this analysis are presented in Tables 2 and 3. The four model 2s in Table 3 showed that anxiety was a partial mediator in the POPseintrinsic motivation, POPseautonomous extrinsic motivation, and POPsecontrolled extrinsic motivation relationships, but it did not mediate the POPseamotivation relationship. The betas of the POPs decreased but were still significant or marginally significant when anxiety was added to the regression models. However, the relationship between amotivation and anxiety was not significant (b ¼ 0.08,

Table 3 Test of anxiety of linking between POPs and work Motivation (n ¼ 204). Variable

Anxiety

Intrinsic motivation

Autonomous extrinsic motivation

Control extrinsic motivation

Amotivation

Model 1

Model 2

Model 1

Model 2

Model 1

Model 2

Model 1

Model 2

0.06 (0.81)

0.11 (1.60)

0.09 (1.40)

0.13y (1.79)

0.12y (1.66)

0.15* (2.06)

0.14y (1.93)

0.13y (1.88)

0.12y (1.81)

0.07 (0.87)

0.01 (0.15)

0.04 (0.48)

0.09 (1.10)

0.10 (1.29)

0.02 (0.20)

0.03 (0.37)

0.03 (0.46)

0.03 (0.39)

0.17* (2.31)

0.09 (1.28)

0.04 (0.51)

0.04 (0.51)

0.00 (0.04)

0.04 (0.56)

0.01 (0.12)

0.03 (0.37)

0.01 (0.17)

0.17* (2.34)

0.23** (3.21)

0.17* (2.52)

0.16* (2.19)

0.12y (1.73)

0.16* (2.13)

0.12y (1.69)

0.37*** (5.37)

0.36*** (5.10)

0.082 0.064 0.048 10.31** 4.47** 4, 199

0.34*** (5.18) 0.192 0.172 0.110 26.87*** 9.41*** 5, 198

0.066 0.047 0.023 4.80* 3.52** 4, 199

0.20** (2.89) 0.104 0.081 0.038 8.34** 4.59*** 5, 198

0.052 0.033 0.022 4.55* 2.72* 4, 199

0.19** (2.75) 0.087 0.064 0.035 7.55** 3.76** 5, 198

0.145 0.128 0.124 28.81*** 8.46*** 4, 199

0.08 (1.22) 0.152 0.130 0.006 1.49 7.08*** 5, 198

Gender

b (t) Position

b (t) Tenure

b (t) POPs

b (t) Anxiety

b (t) R2 Adjusted R2 DR 2 DF F df y

p < 0.10, *p < 0.05,

0.057 0.038 0.026 4.48* 3.00* 4, 199 **

p < 0.01,

***

p < 0.001, all values two-tailed.

Please cite this article in press as: Cho, H.-T., & Yang, J.-S., How perceptions of organizational politics influence self-determined motivation: The mediating role of work mood, Asia Pacific Management Review (2017), http://dx.doi.org/10.1016/j.apmrv.2017.05.003

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Table 4 Test of depression of linking between POPs and work Motivation (N ¼ 204). Variable

Depression

Intrinsic motivation

Autonomous extrinsic motivation

Control extrinsic motivation

Amotivation

Model 1

Model 2

Model 1

Model 2

Model 1

Model 2

Model 1

Model 2

0.10 (1.46)

0.11 (1.60)

0.07 (1.05)

0.13y (1.79)

0.10 (1.44)

0.15* (2.06)

0.13y (1.78)

0.13y (1.88)

0.11y (1.67)

0.02 (0.28)

0.01 (0.15)

0.03 (0.35)

0.09 (1.10)

0.09 (1.23)

0.02 (0.20)

0.02 (0.28)

0.03 (0.46)

0.03 (0.41)

0.13 (1.73)

0.09 (1.28)

0.04 (0.65)

0.04 (0.51)

0.01 (0.09)

0.04 (0.56)

0.02 (0.24)

0.03 (0.37)

0.01 (0.14)

0.21** (3.00)

0.23** (3.21)

0.14* (2.04)

0.16* (2.19)

0.10 (1.41)

0.16* (2.13)

0.11 (1.52)

0.37*** (5.37)

0.34*** (4.85)

0.145 0.128 0.124 28.81*** 8.46*** 4, 199

0.13y (1.87) 0.160 0.139 0.015 3.50y 7.55*** 5, 198

Gender

b (t) Position

b (t) Tenure

b (t) POPs

b (t) Depression

0.40***(6.23)

b (t) R2 Adjusted R2 DR 2 DF F df y

0.080 0.061 0.047 10.27** 4.32** 4, 199

p < 0.10, *p < 0.05,

**

p < 0.01,

0.082 0.064 0.048 10.31** 4.47** 4, 199 ***

0.233 0.213 0.150 38.81*** 12.02*** 5, 198

0.25***(3.58) 0.066 0.047 0.023 4.80* 3.52** 4, 199

0.123 0.101 0.057 12.78*** 5.54*** 5, 198

0.19**(2.67) 0.052 0.033 0.022 4.55* 2.72* 4, 199

0.085 0.062 0.033 7.12** 3.67** 5, 198

p < 0.001, all values two-tailed.

p > 0.10), failing the requirement of mediation test. Following the suggestion of Baron and Kenny (1986), we used Sobel tests to test for the mediators to estimates the percentage of the total effect that is mediated and the ratio of the indirect to the direct effect. The results of Sobel tests further confirmed that the POPseintrinsic motivation pattern of mediation was statistically significant (z ¼ 2.15, p < 0.05) and both of POPseautonomous extrinsic motivation and POPsecontrolled extrinsic motivation relationships of mediation were marginally significant (POPseautonomous extrinsic motivation: z ¼ 1.89, p ¼ 0.06; POPsecontrolled extrinsic motivation: z ¼ 1.85, p ¼ 0.06). The results supported Hypothesis 3a, 3b, 3c, and 3d. The four model 2s in Table 4 indicated that depression was a partial mediator in the POPseintrinsic motivation and POPseamotivation relationships, and was a complete mediator in the POPseautonomous extrinsic motivation and POPsecontrolled extrinsic motivation relationships. When intrinsic motivation and amotivation were used as the dependent variables, the betas of the POPs decreased but were still significant after depression was added to the regression models. When extrinsic motivation and controlled extrinsic motivation were used as the dependent variables, the betas of the POPs were not significant after depression was added to the regression models. The results of Sobel tests confirmed that all of the four patterns of mediation were statistically significant (POPseintrinsic motivation: z ¼ 2.92, p < 0.01; POPseautonomous extrinsic motivation: z ¼ 2.51, p < 0.05; POPsecontrolled extrinsic motivation: z ¼ 2.22, p < 0.05; POPseamotivation: z ¼ 2.15, p < 0.05). The results supported Hypotheses 4a, 4b, 4c, and 4d, indicating that depression mediated of the relationships between POPs and the four types of work motivations. 5. Discussion Our present study has produced three main findings. First, in line with SDT, we predicted and determined that POPs diminish intrinsic motivation, autonomous extrinsic motivation, and controlled extrinsic motivation and increase amotivation. Second, interpreted in the context of AET, POPs were found to promote both

employee anxiety and depression, which then influence work motivation. Finally, this study revealed that the mediation roles of anxiety and depression in the relationships between POPs and the four types of self-determined motivation were different. 5.1. Theoretical implications This research contributes to the POPs literature and extends the research stream on work motivation. First, our findings enrich the political perceptions literature by showing that POPs can affect selfdetermined work motivation through the mechanism that is yet fully understood. The relationships between POPs and selfdetermined motivation, as demonstrated in this study, have important implications for researchers’ efforts to understand the effects of POPs on organizational outcomes (Parker, Dipboye, & Jackson, 1995). In the following, we will individually discuss our findings and prior research related four types of self-determined motivation and organization outcomes. Previous research identified a negative relationship between POPs and organizational innovation (Parker et al., 1995). However, the mediating mechanism has not been addressed. The notion that intrinsic motivation enhances creative performance has considerable empirical support (Amabile, 1996). The association between POPs and intrinsic motivation, indicated in this study, thus suggests the potential mediating role of intrinsic motivation in the relationship between POPs and organizational innovation. Although several studies have found that POPs are negatively associated with organizational citizenship behaviors (e.g., Ladebo, 2006; Rosen et al., 2009), our results suggest a potential mediator in this relationship. Researchers have shown that organizational identification is positively associated with organizational citizenship behaviors (Van Dick, Grojean, Christ, & Wieseke, 2006). Given that autonomous extrinsic motivation is related to organizational
& Deci, 2005), our findings suggest that identification (Gagne autonomous extrinsic motivation might play a mediating role in the negative relationships between POPs and organizational citizenship behaviors. Previous studies have revealed that POPs can negatively affect job satisfaction (e.g., Chang, et al., 2009) and that job satisfaction is

Please cite this article in press as: Cho, H.-T., & Yang, J.-S., How perceptions of organizational politics influence self-determined motivation: The mediating role of work mood, Asia Pacific Management Review (2017), http://dx.doi.org/10.1016/j.apmrv.2017.05.003

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H.-T. Cho, J.-S. Yang / Asia Pacific Management Review xxx (2017) 1e10

related to rewards and recognition from organizations (Katsikea, Theodosiou, Perdikis, & Kehagias, 2011). Provided that controlled extrinsic motivation is initiated and maintained by external stimuli, such as pay raises and feelings of worthiness (Elegido, 2013), our findings that POPs seem to be negatively associated with controlled extrinsic motivation further suggest that controlled extrinsic motivation can play a mediating role in the relationship between POPs and job satisfaction. Extant studies have demonstrated that POPs increase turnover intention (Byrne, 2005; Yang, Treadway, & Stepina, 2013) and that turnover intention is associated with amotivation (Houkes, Janssen, de Jonge, & Bakker, 2003). Our findings that POPs might be positively associated with amotivation imply a potential mediating role of amotivation in the relationship between POPs and turnover intentions. Moreover, the effect of POPs on turnover intention may be strengthened when employee depression is activated by POPs. The second contribution of this study is to explore the mediating roles of distinctive moods on the relationship between POPs and work motivation. Although the effects of POPs on work mood have been presented in the literature (Byrne et al., 2005; Meisler & Vigoda-Gadot, 2014), the mediating effects of anxiety and depression in the relationships between POPs and self-determined motivation has not been examined extensively. Our results demonstrate that different work moods elicited by POPs can have divergent mediation roles on employee behaviors. When POPs elicit anxiety, the effects of POPs on autonomous and controlled extrinsic motivation are partially transmitted by anxiety. However, the effects of POPs on autonomous and controlled extrinsic motivation are entirely transmitted by depression, when POPs elicit depression. In addition, anxiety does not transmit the effects of POPs on amotivation, whereas depression does. Our study not only showcases the mediating roles of work moods in the relationships between POPs and work motivation but also suggests the distinctive roles of different work moods elicited by POPs. The final contribution of our findings is to shed some light on the controversy over whether POPs facilitate or inhibit organizational outcomes (e.g., Buchanan, 2008; Randall, Cropanzano, Bormann, & Birjulin, 1999). Work motivation is an important determinant of employee performance (Kuvaas & Dysvik, 2009). According to our results, POPs hurt organizational outcomes when diminishing self-determined work motivation. It is worthy of mention that female employees have greater control extrinsic motivation than that of male employees. Research has found gender differences in behavioral regulation among college-aged and university-aged students (Fortier, Vallerand, Briere, & Provencher, 1995; Pelletier et al., 1995; Vallerand et al., 1992). In all cases, females reported higher levels of intrinsic and autonomous extrinsic motivation and lower levels of control extrinsic motivation than did males. A possible explanation that the results in this study are different from prior research may be cultural differences. Previous studies have indicated that a positive relationship between intrinsic job characteristics and job satisfaction is low in some countries, such as Taiwan (Huang & Van De Vliert, 2003), which culture exhibit a high level of collectivism and power distance. Future studies should incorporate cultural factors to explore work motivation of employees. 5.2. Practical implications The findings of this research have practical relevance to the management of organizational politics. First of all, although organizational politics is a crucial tactic by which to attain organizational goals, especially in contexts of organizational conflicts, caution is warranted in the implementation of political behaviors. As shown in this study, when employees perceive a high degree of

organizational politics, their self-determined work motivation decreases. Managers should pay more attention to maintaining employees' intrinsic and autonomous motivation, which is associated with job satisfaction, well-being, organizational commitment, and performance in complex tasks and in tasks that require creativity and discipline (Amabile, 1996; Koestner & Losier, 2002). We suggest that organizations should diminish employees’ perceptions of organizational politics as much as possible when the perceptions activate employee depression and anxiety. In practice, top management has to ensure that formal policies and rules are suitable todand thoroughly followed bydemployees. Managers should learn how to solve organizational conflicts without resorting to political tactics. However, when political tactics are indispensable, managers must assert the legitimacy of their political behavior to decrease the unwanted effects of POPs on the employee. Second, when political tactics are necessary for crucial goals, managers should control the damage of POPs. According to our findings and SDT, managers could methodically cope with these negative effects of POPs on employees while emphasizing the need to avoid activities that might reduce employees' perceptions of autonomy, competence, and relatedness. For example, managers can design employee tasks that are more interesting, challenging, or personally important than such tasks currently are, and in this way, the tasks can strengthen or at least maintain employees’ intrinsic motivation and autonomous extrinsic motivation. This can lead employees to pay more attention to their work than to organizational politics. Finally, our results suggest that organizational efforts to reduce employees' anxiety and depression resulting from POPs can lessen these POPs' damaging effects on a given organization and its employees. When POPs activate anxiety, organizational efforts to reduce employees' anxiety can partially lessen the negative effects of POPs on intrinsic and extrinsic motivation. However, When POPs elicit depression, organizational efforts to reduce employees’ depression not only can partially lessen the negative effects of POPs on intrinsic motivation and amotivation but also can minimize the loss of employee autonomous and controlled motivation to a large extent. 5.3. Limitations and future research The present study has several limitations. Our study variables were suitable for self-report measurements. However, this issue could raise the problem of common method variance (CMV), which might artificially inflate or attenuate associations among these variables. Podsakoff, MacKenzie, Lee, and Podsakoff (2003) suggested two primary variables involved in controlling for CMVdresearch-procedure design and statistical controls. The researchers further argued that the technique of counterbalancing variable order can reduce CMV derived from priming effects. In this regard, our current study used three versions of a questionnaire that had different variable orders and that were randomly assigned to the participants. The results of the one-way ANOVAsdin which POPs, anxiety, depression, intrinsic motivation, autonomous extrinsic motivation, controlled extrinsic motivation, and amotivation as dependent variables and the three versions of questionnaire served as the independent variabledindicate that no significant difference surfaced among the three versions (POPs: F(2,201) ¼ 0.49; Anxiety: F(2,201) ¼ 0.09; Depression: F(2,201) ¼ 0.59; intrinsic motivation: F(2,201) ¼ 2.04; autonomous extrinsic motivation: F(2,201) ¼ 2.24; controlled extrinsic motivation: F(2,201) ¼ 0.98; and amotivation: F(2,201) ¼ 1.03). We further performed CFA and confirmed that the hypothesized factor structure demonstrated good fit with the data. None of the alternative models attained better fit than the theoretical seven-

Please cite this article in press as: Cho, H.-T., & Yang, J.-S., How perceptions of organizational politics influence self-determined motivation: The mediating role of work mood, Asia Pacific Management Review (2017), http://dx.doi.org/10.1016/j.apmrv.2017.05.003

H.-T. Cho, J.-S. Yang / Asia Pacific Management Review xxx (2017) 1e10

factor model. Accordingly, the construct distinctiveness between the seven variables was established. In addition, Pelled, Eisenhardt, and Xin (1999) noted that intercorrelations between study variables become problematic upon exceeding 0.75. Our intercorrelations did not reach this magnitude. Therefore, we determined that the influence of CMV in this study was minimal. Our study indicates several directions for future research. First, our study opens up the possibility that researchers might rigorously evaluate the POP model from an emotional perspective. As shown in this study, different work moods elicited by POPs had distinct effects on work motivation. Disgust and anger, for example, are probably induced by POPs, and may have divergent effects on individual outcomes. Second, future researchers can further test the effects of the three basic needs including of autonomy, competence, and relatedness proposed in SDT. In addition to their theoretical contribution, the results of this type of test would likely benefit practitioners’ efforts to reduce the harmfulness of POPs in organizations. Acknowledgements This work was supported by the Ministry of Science and Technology in Taiwan under Grant number NSC 98-2410-H-224 -009 -MY3 and number NSC 101-2410-H-142-024. References Amabile, T. M. (1996). Creativity in Context: Update to the social psychology of creativity. Boulder, CO: Westview. Amabile, T. M., Hill, K. G., Hennessey, B. A., & Tighe, E. M. (1994). The Work Preference Inventory: Assessing intrinsic and extrinsic motivational orientations. Journal of Personality and Social Psychology, 66(5), 950e967. Aryee, S., Chen, Z. X., & Budhwar, P. S. (2004). Exchange fairness and employee performance: An examination of the relationship between organizational politics and procedural justice. Organizational Behavior and Human Decision Processes, 94(1), 1e14. Aryee, S., Li-Yun, S., Chen, Z., & Debrah, Y. A. (2008). Abusive supervision and contextual performance: The mediating role of emotional exhaustion and the moderating role of work unit structure. Management & Organization Review, 4(3), 393e411. Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic and statistical considerations. Journal of Personality and Social Psychology, 51, 1173e1182. Buchanan, D. A. (2008). You stab my back, I'll stab yours: Management experience and perceptions of organization political behaviour. British Journal of Management, 19(1), 49e64. Buelens, M., & Van den Broeck, H. (2007). An analysis of differences in work motivation between public and private sector organizations. Public Administration Review, 67(1), 65e74. Byrne, Z. (2005). Fairness reduces the negative effects of organizational politics on turnover intentions, citizenship behavior and job performance. Journal of Business & Psychology, 20(2), 175e200. Byrne, Z. S., Kacmar, C., Stoner, J., & Hochwarter, W. A. (2005). The relationship between perceptions of politics and depressed mood at work: Unique moderators across three levels. Journal of Occupational Health Psychology, 10(4), 330e343. Caplan, R. D., & Jones, K. W. (1975). Effect of working load, role ambiguity, and type a personality on anxiety, depression, and heart rate. Journal of Applied Psychology, 60(6), 713e719. Chang, C. H., Rosen, C. C., & Levy, P. E. (2009). The relationship between perceptions of organizational politics and employee attitudes, strain, and behavior: A metaanalytic examination. Academy of Management Journal, 52(4), 779e801. Chang, C., Rosen, C., Siemieniec, G., & Johnson, R. (2012). Perceptions of organizational politics and employee citizenship behaviors: Conscientiousness and selfmonitoring as moderators. Journal of Business & Psychology, 27(4), 395e406. Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. New York: Plenum Publishing Co. Deci, E. L., & Ryan, R. M. (2000). The 'what' and 'why' of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11, 227e268. Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I., & Rhoades, L. (2002). Perceived supervisor support: Contributions to perceived organizational support and employee retention. Journal of Applied Psychology, 87, 565e573. Elegido, J. (2013). Does it make sense to be a loyal employee? Journal of Business Ethics, 116(3), 495e511. Ferris, G. R., Adams, G., Kolodinsky, R. W., Hochwarter, W. A., & Ammeter, A. P.

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Please cite this article in press as: Cho, H.-T., & Yang, J.-S., How perceptions of organizational politics influence self-determined motivation: The mediating role of work mood, Asia Pacific Management Review (2017), http://dx.doi.org/10.1016/j.apmrv.2017.05.003