Organisational Politics and Performance: The Intervening Role of Tribal Diversity in the Hospitality Industry in Ghana
Eunice Aidoo *
Department of Human Resource Management, Ghana Baptist University College, Ghana
Agnes Odoi
Department of Human Resource Management, Ghana Baptist University College, Ghana
*Author to whom correspondence should be addressed.
Abstract
Aims: The primary objective of the study is to investigate the effects of tribal diversity in the relationship between organisational politics and performance in the hospitality industry in Ghana.
Methodology: To achieve this a sample of 122 employees from 30 hotels in Ghana were selected using stratified sampling technique. The study used questionnaires for data collection and employed quantitative techniques for the analysis of the data. Means, standard deviations, correlations and regression analysis were used to present the results.
Results: The study revealed that employees perceive organisational politics to be prevailing within their organisations. The relationship between tribal diversity and organisational politics was established to be significant at a level of (0.043) less than the alpha value of (0.05). The study also found a significant relationship between tribal diversity and organisational performance at a significant level of (0.040) less than the alpha value of (0.05). The relationship between organisational performance and organisational politics was found to be a negatively significant relationship. The study revealed that organisational politics and organisational performance without the mediating variable (tribal diversity) was significant at (p=0.001) but introducing tribal diversity did not change the relationship nor the extent of the relationship. Hence, tribal diversity did not mediate the relationship between organisational politics and organisational performance.
Keywords: Tribal diversity, organisational politics, organisational performance, hospitality industry, Ghana