Factors Affecting the Performance of Officers in Federal Secretariat of Pakistan: The Mediating and Moderating Role of Perceived Organizational Politics and Work Engagement

Abstract

Abstract

The objective of the study is to investigate the impact of environment-related, job-related & employee-related factors on employee performance and to see whether perceived organizational politics and work engagement have mediating & moderating role respectively. The study design is based on positivism philosophy. Research approach is deductive and research methodology is quantitative as officers (640) of Federal Secretariat of Pakistan filled-in the structured questionnaires. The sample was selected through Stratified Random Sampling Technique. Structural Equation Modeling technique was employed by using Smart-PLS 4 software for analysis of the data. Research findings endorse many results of previous research by establishing significant relationship of various factors and employee performance. Majority of the hypotheses have been accepted while some of the hypotheses have been rejected. Findings reveal that intrinsic motivation, job communication, leadership styles, organizational culture, proactivity, perceived organizational politics, psychological well-being, skill flexibility, and training culture have direct significant relationship (64%) with employee performance. Whereas civil services reforms, job satisfaction, management support, political intervention and work engagement have in-significant relationship (36%) with employee performance. Also, perceived organizational politics and work engagement partially mediates (42%) and moderates (58%) the relationship between factors and employee performance respectively. Major limitation of the study is that it is only focused on Federal Government sector, ignoring the Provincial Governments. In this research, job-related factors, environment-related factors, employee-related factors and employee performance are combined in a model using data collected from officers of Federal Government Offices. In whole, the model explains 69% of employee performance variance. The study will provide a detailed insight to the policymakers to devise a result oriented human resource management strategy as well as to overcome barriers in improving quality of work performance. 

      Keywords: employee performance, perceived organizational politics, work engagement