| Summary: | 碩士 === 國立中山大學 === 人力資源管理研究所 === 89 === An organization, to the purpose of its developing, usually set forth lots of system(s) & regulation(s) inward, and then, operated under well-planned & well-organized framework with the principles of behavior science. However, during the developing of an organization, political problems of conflict and trade occurred, yet existent politics affected the organizational performance. Although ”economic rational” is an ideal condition/status each enterprise organization sought/persuaded, in fact, the relationship between politics organizational performance is indeed the key issue that human resource of enterprise would get face.
This case study via ANOVA to explore the politics of organization members (politics of upward, downward & lateral influence), to realize different methods of power operating and the influence by the performance in the sections of one organization.
The results showed several fold:
In case of politics of downward influence, there were some relationships between/among age, occupational and higher authority; age and bargaining; education and reason, bargaining. In case of politics of upward influence, there were some relationships between/among age and reason. In case of politics of lateral influence, there were some relationships between/among age and reason, education and reason, friendliness, coalition. In case of influence canonical correlation between politics of upward and downward it appeared to be of remarkable correlation significance in operating model of power between these two categories.
Finally, stepwise multiple regression analysis technique showed organizational performance=3.014+0.201 downward rerason-0.459 upward bargaining +0.504 upward friendliness -0.448 lateral sanctions（R2=0.417，P= 0.000）.
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