article · Tourism Review
Employee perceptions of organisational politics have a direct bearing on workplace behaviour and overall performance in the tourism and hospitality sector. An evaluation of staff in Egyptian five-star hotels and top-tier travel agencies reveals that higher perceived organisational politics correlates with lower job performance. When staff sense pervasive workplace politics, they experience increased workplace stress and engage more frequently in counterproductive work behaviour. Both stress and counterproductive activities negatively impact individual job performance. Statistical analysis confirms that workplace stress and counterproductive work behaviour serve as partial mediators in the relationship between perceived politics and overall employee output. Understanding these psychological dynamics offers insight into staff management within major hospitality firms.
Internal company politics can actively damage business productivity by fuelling workplace stress and disruptive staff actions. Recognising how political environments influence employee conduct allows managers in high-pressure service industries to address sources of stress and minimise damaging workplace behaviours, ultimately safeguarding overall service delivery and staff effectiveness.
This applied research provides direct insights for human resource managers and operational leaders within hotels and travel agencies seeking to diagnose performance declines. While it outlines psychological links in real hospitality workplaces, it remains academic observational research without a ready-made commercial intervention or management tool, placing it at an early stage for practical product development.
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Purpose This study aims to explore how job performance (EJP) is affected by employees’ perception of organizational politics (POP). It also investigates the mediating roles of workplace stress (WS) and counterproductive work behavior (CWB). Design/methodology/approach Data was gathered from employees working in category (A) travel agencies and five-star hotels in Egypt. A partial least squares structural equation modeling analysis was conducted using 468 valid responses. Findings The findings indicate that there is a negative correlation between POP and EJP. Additionally, there is a positive correlation between POP and CWB as well as WS. The results also demonstrate a negative correlation between WS and CWB with EJP. Moreover, the findings suggest that CWB and WS act as partial mediators in the relationship between POP and EJP. Originality/value The research included some ground-breaking investigations. Currently, research on the effects of POP on CWB, WS and EJP is insufficient. As well, the current study attempts to measure the mediating role of CWB and WS in the link between POP and EJP. The current study has filled a gap in the tourism and hospitality literature, human resources management literature and organizational behavior literature by empirically analyzing these links in the context of Egyptian hotels and travel agencies.
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DOI: 10.1108/tr-06-2023-0428
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