Perceived Organizational Politics and Employee Turnover Intention: A Longitudinal Study in Nigeria

Ramatu Abdulkareem Abubakar, Ahmed Ibrahim Abdullahi


Although prior research has demonstrated that perceived organizational politics were positively related to employee turnover intention, however, little is known about possible causal explanations for the relationship between the two variables. To address this gap, a longitudinal design was employed to examine the relationship between perceived organizational politics and employee turnover intention with data collected over a two-year time period. Specifically, one hundred and seventy five Registered Nurses from government hospitals in Nigeria completed measures of perceived organizational politics and employee turnover intention at 2 times 16 months apart. There was empirical evidence, based on results of longitudinal regression analyses to support either the hypothesis that perceived organizational politics increases employee turnover intention or the hypothesis that employee turnover intention lead to organizational politics. However, employee turn   over intention. and perceived organizational politics were found to change instantaneously. Implications of the results are discussed


Longitudinal design; Organizational politics; Turnover intention.

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