Abstract:
Employee perception of organisational politics constitutes an important aspect
of organisational life with respect to its members as these influence various
processes which ultimately affect performance of employees. Although many
studies have been conducted to broaden the concept and find its relationship
with employee performance, most studies made use of a narrower stream for
the measurement of employee performance. The purpose of the study was to
examine the moderating role of perceived organisational support in the
relationship between perception of organisational politics and employee
performance at the Electoral Commission offices in the Western Region. The
study was underpinned by two theories: theory of Reasoned Action and Theory
of Planned Behaviour. Due to the research objectives, the study employed the
quantitative approach and adopted the explanatory/causal research design.
Structured questionnaires were used to collect data from a randomly sampled
80 workers out of 96 occupying all Electoral Commission offices in the
Western region. The study employed both descriptive and inferential analytical
tools and found that perceived organisational support had a significant effect
on employee performance. The study also found that, perceived organisational
support did not significantly moderate the relationship between perceived
organisational politics (POP) and employee performance (EP) since there was
no significant relationship between POP and EP. In this light, the study
recommended that, management of the Electoral Commission of Ghana should
create a supportive environment that would help employees satisfy their
psychological, economical, physiological and emotional needs in order to
enhance their performances
