AN EXAMINATION OF THE RELATIONSHIP BETWEEN ORGANIZATIONAL POLITICS AND EMPLOYEE JOB SATISFACTION IN NIGERIAN PUBLIC SECTOR

TOPIC IS SUITABLE FOR:

1- Business Administration Department

2- Public Administration Department

3- Industrial Relations and Personnel Management Department

4- Psychology Department

TOPIC: AN EXAMINATION OF THE RELATIONSHIP BETWEEN ORGANIZATIONAL POLITICS AND EMPLOYEE JOB SATISFACTION IN NIGERIAN PUBLIC SECTOR

TABLE OF CONTENT

Abstract

CHAPTER ONE: INTRODUCTION

1.1 Background of the Study

1.2 Statement of the Problem

1.3 Purpose of the Study

1.4 Research Questions

1.5 Significance of the Study

1.6 Research Hypothesis

1.7 Scope of the Study 

1.8 Definition of Terms

CHAPTER TWO: REVIEW OF LITERATURE

2.1 Conceptual Framework

2.2 Theoretical Framework

2.3 Empirical Review

2.4 Summary of  the Reviewed Literature

CHAPTER THREE: METHODOLOGY

3.0 Introduction

3.1 Research Design

3.2 Area of the Study

3.2 Population of the Study

3.3 Sample Size

3.4 Sampling Technique

3.5  Instrument for Data Collection

3.6 Validity of the Instrument

3.7 Reliability of the Instrument

3.8 Distribution and Retrieval

3.9 Method of Data Analysis

CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS

4.0 Introduction

4.1 Data Analysis 

4.2 Test of Hypotheses

4.3 Discussion of Finding

CHAPTER FIVE: SUMMARY, CONCLUSION, AND RECOMMENDATION

5.1 Introduction

5.2 Summary

5.3 Conclusion

5.4 Limitations of the Study

5.5 Recommendations

5.6 Suggestions for Further Studies

APPENDIX 

REFERENCES

ABSTRACT

This study discussed the relationship between organizational politics and employee job satisfaction in the Nigerian public sector: a case study of Anambra Event Centre. The specific objectives were to investigate the correlation between organizational favoritism and job satisfaction of employees, to test the influence of organizational-based lobbying, to test the effect of power play, and to test the correlation between information manipulation and job satisfaction of employees. The researcher used the survey research design, which focused on the entire population (350) of the staff members of the Anambra Event Centre. It was determined that the sample size of 187 respondents was based on the Taro Yamane formula, and simple random sampling was employed to ensure an equal representation. The structured questionnaire was developed on the four-point Likert scale (Strongly Agree to Strongly Disagree), where the items included demographic questions and twenty research items. Validity of the instrument was determined by expert review, and its reliability was determined by Cronbach alpha. There were 187 questionnaires distributed and 178 retrieved (95 percent retrieval level). The statistical analysis of data included the use of descriptive statistics (mean and standard deviation) to answer the research questions and multiple linear regression to address the hypotheses at 0.05 level of significance. The statistical analysis results indicated that there were statistically significant relationships between the four organizations' politics variables and employee job satisfaction, as the outcomes of the regression indicated p-values less than 0.05, which means all the null hypotheses were rejected. It was realized that political behaviors when perceived positively have the capability to improve satisfaction in the Nigerian public sector. The paper suggested that the management of the public sector ought to embrace transparent but participatory politics, incorporate lobbying into formal systems, use power play as a constructive tool, and implement fair distribution of information to enhance employee satisfaction.

CHAPTER ONE

INTRODUCTION (Preview)

1.1 Background of the Study

Organisations are social complex systems in which people and groups of people interact to attain common goals. Decision-making, communication and interpersonal relations within their boundaries are both controlled by formal organisational structures and informal dynamics at the same time. Nigerian public sector reflects these attributes in the form of large-scale bureaucratic systems, policy structures, and operating hierarchies. As an instrument of providing governance outputs, promoting social welfare and maintaining economic growth, it depends on organized relationships that match human capital with strategic objectives. Such relationships, as Ingsih et al. (2024) note, are what public institutions thrive on, and Osei et al. (2024) state that the effectiveness of the public service delivery is determined by how institutional roles, expectations, and interpersonal dynamics are aligned. Despite the fact that the dynamics are meant to advocate fairness and accountability, they also present an environment where human behavior is subjected to the formal rules, as well as informal practices in the Nigerian public sector.

Another important aspect of these informal practices is organisational politics, which can be described as the art of using influence, power and interpersonal relationships in pursuit of individual or group goals in the workplace environment. It habitually crosses procedural norms that are formal, which is seen in the allocation of resources, the process of promotion and decision-making. According to Emmanuel et al. (2024), organisational politics is an unavoidable aspect of life at the workplace that arises because of the scarcity of resources and the differing interests of employees. Osahon et al. (2025) state that organisational politics entails open and secret machinations that determine the priorities and organisational outcomes. Although politics can be very innovative and adaptive when appropriately directed, according to Akanbi and Ofoegbu (2013 as cited by Ojeleye et al., 2022), politics can also be biased in decisions and erode trust when it is self-interest-driven. The organisational politics therefore continues to be an important concept to study to understand how it relates with other workplace variables.

Job satisfaction of employees entails how well they feel about their jobs and workplaces. It consists not only of the intrinsic elements, including self-development and appreciation, but also of the extrinsic elements, including paycheck and job security. According to Adenike (2011 as cited by Oyewobi, 2022), job satisfaction is a multidimensional construct, which represents cognitive and emotional judgments of the employees on their jobs. Esther (2022) also states that satisfied employees are more committed, productive and loyal to an organisation. Also, Okwudili et al. (2022) emphasise that the level of job satisfaction affects not only the performance of an individual but also the cohesion and stability of an organisation. The knowledge of the way job satisfaction grows and is sustained therefore provides an insight into the overall organisational climate.

The relationship between job satisfaction and organisational politics has generated a lot of interest in the management literature with focus on balancing informal power relationships and the perception of fairness on the part of the employees. According to Ishaq and Khalid (2014 as cited by Abdullahi et al., 2024), the political involvement in an organization can boost the level of job satisfaction when the political activity is associated with transparency in decision-making and rewarding employees based on merit. Nevertheless, Court (2022) implies that the feeling of injustice or unfair treatment due to the political manoeuvring may have the effect of lowering morale and preventing job satisfaction. Therefore, the association between these constructs is not one-dimensional, but it depends on the nature, purpose, and perceptions that come along with political activity.

Favouritism is one of the common aspects of organisational politics in the wider context, especially in the environment where friendships and informal networks are influential. Favoritism involves giving special treatment to some people due to personal affiliations and not on merit. According to Osahon et al. (2025), these practices may affect the way the employees feel about fairness and recognition in the workplace. To support this claim, Ojo (2013 as cited by Otu et al., 2024) states that favoritism determines the allocation of opportunities and resources, which can have an impact on workplace satisfaction. When workers feel they have fairly received the rewards and recognition, they are likely to feel more a sense of belonging and their motivation could also be enhanced; but when favoritism is perceived as unjust, it could have a negative impact on overall satisfaction.

Lobbying is another aspect of organisational politics and it can be defined as the intentional act of influencing decision-makers to get favourable results. Organisational lobbying is the use of persuasion, coalitions and strategic information. Ojeleye et al. (2022) note that lobbying is an instrument that allows employees to express their opinions and advance common interests. Nevertheless, Emmanuel et al. (2024) clarify that the efficiency and opinion about lobbying rely on its openness and conformity with the organisational objectives. Lobbying can thus foster job satisfaction when it is done in a transparent and win-win manner, which provides the employees with the sense of agency in decision-making.

Very closely related with lobbying is the aspect of power play, which is described as a strategic attempt to dominate resources, dictate decisions and determine organisational priorities. Power play can be based on hierarchy, control of information or dominance of main organisational processes. Odunayo and Abe (2023) refer to power play as a positive tool that may steer organisations to achieve common goals. Conversely, Oginni et al. (2022) report that the perception of power play as an exclusionary process may also affect the way employees assess their jobs and input. The feeling of fair sharing of power is thus a part of maintaining job satisfaction in politically active workplaces.

Information manipulation is a very small but powerful branch of organisational politics. It is a conscious act of introducing or failing to introduce information so as to influence decision making and perceptions. Cobbinah and colleagues (2024) argue that this type of information control can influence the narratives in organisations, support authority and protect strategic interests. According to Salisu (2016 as cited by Kenku and Oshishepo, 2023), the confidence and satisfaction are enhanced by open and reliable information flow. In other instances, the selective dissemination is able to color the perception of fairness and inclusiveness which also determines the job satisfaction.

The Anambra Event Centre offers a singular outlook on the evaluation of this relationship within the Nigerian public sector. Being a governmental institution, it exists within the framework of bureaucracy and at the same time has interpersonal and informal interactions. The organisational environment is a prime example of how favouritism, lobbying, power play and information manipulation take shape in the day to day operations. According to Onyebu and Omotayo (2024), the interaction between formal structures and informal practices is reflected in the experience of the employees in such institutions. The current study sheds light on the delicate overlap between job satisfaction and organisational politics by examining this case, a fact that can be applied to broader situations in the public sector

1.2 Statement of the Problem

Organisation politics in the case of any organisation, such as the Anambra Event Centre, affect decision making, allocation of resources and interpersonal relations (Osahon et al., 2025; Emmanuel et al., 2024). The politics, such as favouritism, lobbying, power play and manipulation of information are also seen to determine the outcomes of job satisfaction, and that too not on the basis of merit. The employees can either perceive such behaviours as inclusionary or the cause of inequity, which has an effect on motivation, commitment, and performance. Ideally, there should be clear procedures that determine the interaction in the workplace, fair reward system, and open access to opportunities, as proposed by Adenike (2011 as cited by Oyewobi, 2022). The existence of informal power structures, however, suggests that there is a mismatch between formal systems, as intended and actual operating realities. This deviation indicates the necessity to implement systematic research on the role of organisational politics in setting job satisfaction in the framework of the public institutions.

Even though the overall connection between perceived politics and employee attitudes has been studied in the past, most studies have either viewed them as separate entities or looked at them in non-facility-based government institutions (Akanbi and Ofoegbu, 2013 as cited by Ojeleye et al., 2022; Cobbinah et al., 2024). Literature on the topic of organisational justice or leadership styles in the context of research in the public-sector organisation in Nigeria has limited evidence on how favouritism, lobbying, power play, and information manipulation combine together to affect job satisfaction in an operational environment like the event-management centres (Odunayo and Abe, 2023; Ojeleye et al., 2022). Such gap in knowledge can be linked to the exact way such variables interrelate in a facility-based governmental unit. The current study aims at filling this gap by testing the correlation between organisational politics and job satisfaction in the Anambra Event Centre using empirical data to produce country-specific knowledge that can be used by policymakers and managers within the Nigerian public sector.

1.3 Purpose of the Study

The main objective of this study is to examine the relationship between organisational politics and employee job satisfaction in the Nigerian public sector, with a focus on the Anambra Event Centre. The specific objectives are to:

i.Examine the relationship between organization favoritism and employee job satisfaction in Nigerian public sector

ii.Examine the impact of organization-based lobbying on employee job satisfaction in Nigerian public sector

iii.Investigate the effect of power play on employee job satisfaction in Nigerian public sector

iv.Examine the relationship between information Manipulation in an organization and employee job satisfaction in Nigerian public sector

OTHER PARTS OF CHAPTER ONE INCLUDE:

1.4 Research Questions

1.5 Significance of the Study

1.6 Research Hypothesis

1.6 Scope of the Study

1.7 Definition of Terms

CHAPTER TWO

LITERATURE REVIEW  (Preview)

This chapter critically examines relevant literature that would assist in explaining the research problem and, furthermore, recognizes the contributions of scholars who had previously conducted studies on similar research topics. The chapter intends to deepen the understanding of the study and address the perceived gaps in existing literature. This chapter, therefore, focuses on the concept of organizational politics, the concept of employee job satisfaction, the relationship between organizational politics and employee job satisfaction, and an examination of the relationship between organizational politics and employee job satisfaction in the Nigerian public sector. The chapter covers the following subheadings:

2.1 Conceptual Framework

2.2 Theoretical Framework

2.3 Empirical Review

2.4 Summary of  the Reviewed Literature

CHAPTER THREE

RESEARCH METHODOLOGY  (Preview)

Research Design: The study adopted a descriptive survey research design.

Population of the Study: The population of the study comprises employees of the Anambra Event Centre across all staff cadres and functional departments.

Sample Size Determination: The study adopted the Taro Yamane formula to determine a sample size of 187 respondents.

Sampling Technique: The study employed a stratified random sampling technique to select the individual respondents across administrative, technical, service, and management departments.

Research Instrument: The study utilized a self-developed structured questionnaire with a four-point Likert scale as the instrument for data collection.

Methods of Data Analysis: The collected data were analyzed using means and standard deviations to summarize and present the demographic characteristics of the respondents and their responses. Multiple linear regression analysis was used to test the hypotheses at a 0.05 level of significance.

CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS

MAJOR FINDINGS (Preview)

The analysis results were presented in tables. Based on the results obtained from the analysis, the following findings are made:

i. The study found that organisational favoritism has a significant relationship with employee job satisfaction in the Nigerian public sector, as evidenced by mean scores ranging from 3.16 to 3.31, which are above the acceptance benchmark of 2.50. The corresponding hypothesis test further showed a correlation coefficient (R) of 0.712, R-square value of 0.507, t-value of 8.632, and p-value of 0.000 (p < 0.05), leading to the rejection of the null hypothesis.

ii. The study found that organisation-based lobbying has a significant relationship with employee job satisfaction in the Nigerian public sector, as evidenced by mean scores ranging from 3.21 to 3.27, which are above the acceptance benchmark of 2.50. The corresponding hypothesis test further showed a correlation coefficient (R) of 0.689, R-square value of 0.475, t-value of 7.889, and p-value of 0.000 (p < 0.05), leading to the rejection of the null hypothesis.

iii. The study found that power play has a significant effect on employee job satisfaction in the Nigerian public sector, as evidenced by mean scores ranging from 3.23 to 3.28, which are above the acceptance benchmark of 2.50. The corresponding hypothesis test further showed a correlation coefficient (R) of 0.701, R-square value of 0.491, t-value of 8.125, and p-value of 0.000 (p < 0.05), leading to the rejection of the null hypothesis.

iv. The study found that information manipulation has a significant relationship with employee job satisfaction in the Nigerian public sector, as evidenced by mean scores ranging from 3.24 to 3.28, which are above the acceptance benchmark of 2.50. The corresponding hypothesis test further showed a correlation coefficient (R) of 0.705, R-square value of 0.497, t-value of 8.206, and p-value of 0.000 (p < 0.05), leading to the rejection of the null hypothesis.

CHAPTER FIVE: SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

This chapter covers the following outline:

5.1 Introduction

5.1 Summary of the Study

5.2 Conclusion

5.3 Recommendations

5.4 Limitations of the Study

5.5 Suggestions for Further Studies