It is well acknowledged that employees’ decision to exit an organization can be depicted as a cognitive sequential path which links job performance, job satisfaction, organizational commitment and turnover intentions. In the literature, there are two broad streams of research that focus on the driving forces of this withdrawal process. The first endeavours to understand the role of contextual variables, such as organizational justice and politics perceptions in predicting consequences relevant to the self and to the organization. The second stream leans towards the effect of personal characteristics and behaviors on these variables. This study builds on previous research concerning these two streams in an attempt to provide a framework that integrates individual political behavior, political skill, organizational justice and politics, into a sequential withdrawal process that starts with job performance and ends at turnover intentions, through the mediating effects of intrinsic job satisfaction and organizational commitment. Drawing on a sample of 545 part-time MBA students and alumni and through the use of structural equation modeling techniques, ANOVA, and moderated regression analyses we provide support to our hypothesized model. The results of the study suggest that: (a) Three influence tactics categories (i.e., hard, soft, and rational) can significantly affect task performance; (b) the selection of which influence tactic to select in order to achieve task performance is greatly determined by political skill; (c) managers’ political behavior, organizational justice and politics perceptions can predict turnover intentions trough their effect on performance and satisfaction; (d) the joint use of seemingly incompatible influence tactics can provide better and more stable results; (e) political skill moderates the relationship between the combined use of influence tactics and performance; (f) organizational justice and politics leverage the relationship between political skill and task performance.
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