PENGARUH PERCEIVED ORGANIZATIONAL SUPPORT DAN PERCEIVED ORGANIZATIONAL POLITICS TERHADAP KINERJA ORGANISASI DENGAN MEDIASI PERLAKUAN DIFERENSIAL PADA BAPPEDA KABUPATEN KONAWE KEPULAUAN

Abstrak

This study examines how perceived organizational support (POS) and perceived organizational politics (POP) affect organizational performance, with differential treatment as a mediating variable, at the Regional Development Planning Agency of Konawe Kepulauan Regency. A census of all 35 civil servants and non-civil-servant staff was surveyed with a five-point Likert questionnaire and analyzed with partial least squares structural equation modeling (PLS-SEM). POS reduces differential treatment (-0.480), whereas POP increases it (0.392). POS has a positive but insignificant direct effect on performance (0.179), while POP (-0.256) and differential treatment (-0.320) reduce performance significantly. Differential treatment fully mediates the effect of POS on performance (indirect effect 0.154) and partially mediates the effect of POP (-0.125), although the support for the latter is marginal when checked with an approximate Sobel test. The model explains 44.5% of the variance in differential treatment and 35.5% in performance. Agency leaders are advised to strengthen non-financial rewards, apply policies consistently, and treat staff of different backgrounds equally.

Kata kunci

• Differential Treatment
• Organizational Performance
• Perceived Organizational Politics
• Perceived Organizational Support