ASSESSING THE ROLE OF HUMAN RESOURCE MANAGEMENT IN ADDRESSING OFFICE POLITICS IN LARGE CORPORATIONS IN CAMEROON

CHAPTER ONE

INTRODUCTION

Background of the Study

In large cooprations worldwide, it has become pertinent for manager to eschew proficiency in handling workplace politics as this a crucial attribute for managers who aspire to achieve their objectives. The skill of persuading others to support your cause is essential at any level and has significant ramifications for human resources. Nevertheless, the majority of contemporary studies on ooffice politics indicate that it is mostly characterized as a negative phenomena (Vigoda, 2023). Likewise, ooffice politics is frequently associated with concepts such as shrewdness, manipulation, sabotage, mutual humiliation, or the attainment of objectives through unethical means (Drory & Beaty, 2019; Ferris & King, 2019; Moorhead & Griffin, 2018).  Mintzberg (2018) emphasizes that office politics are a manifestation of unjust power dynamics among the members of the organisation. He further contrasts office politics with "authority," suggesting that authority is associated with lawful power. The literature extensively acknowledges the unfavourable implications associated with force and politics.

Several research have investigated the detrimental impact of political behaviour on the performance levels of employees (e.g., Vigoda, 2023; Ferris et al., 2019). This behaviour exhibits negative aspects such as engaging in behaviour to gain favour (Liden & Mitchell, 2018), which results in increased stress and pressure in the workplace, unfair evaluation of employees' performance, and the development of negative attitudes towards work among employees of different ranks (Drory, 2019). Furthermore, office politics is an intrinsic element of organisational life, frequently appearing as power battles, favouritism, and strategic manoeuvring among employees. Although office politics can occasionally be harmless or even advantageous, promoting healthy rivalry and creativity, it more commonly leads to adverse consequences such as diminished employee morale, decreased productivity, and a hostile work atmosphere. 

Due to the widespread influence of office politics and its ability to weaken organisational performance, the need of Human Resource Management (HRM) in dealing with and reducing these problems has grown more and more vital. Traditionally, HRM has mostly concentrated on the acquisition, choice, and preservation of skilled individuals, along with managing employee benefits and ensuring adherence to labour regulations. Nevertheless, the changing characteristics of work settings and the increasing acknowledgement of the influence of organisational culture on employee productivity have broadened the scope of HRM to include the administration of interpersonal relationships in the workplace. This encompasses the process of recognising, preventing, and handling office politics, which is now seen as a crucial element in cultivating a favourable organisational atmosphere (Ferris & Hochwarter, 2021).

HRM may effectively combat office politics by implementing and enforcing organisational policies that prioritise fairness and transparency. Implementing explicit criteria for decision-making procedures, performance assessments, and promotions helps minimise the chances of political behaviour by guaranteeing fair treatment for all employees. Kacmar & Ferris,  (2018) asserts that these policies promote a culture that values meritocracy, where individuals are recognised and rewarded based on their individual contributions rather than their skill in manoeuvring office politics. Moreover, HRM may have a crucial impact on educating managers and employees about the significance of ethical conduct and the adverse outcomes of participating in political activities within the organisation. HRM is responsible for not just developing policies but also cultivating a culture characterised by open communication and trust. When employees see that they have the freedom to voice their concerns and thoughts without facing negative consequences, the probability of engaging in political behaviour decreases. According to Buchanan & Badham (2018), HRM enhance this process by instituting regular feedback mechanisms, such as employee surveys, town hall meetings, and suggestion boxes, which offer employees secure channels to express their ideas Through the practice of attentive listening and effectively addressing employee problems, Human Resource Management (HRM)  diminish the necessity for employees to adopt political strategies in order to accomplish their objectives.

Put together, HRM help mitigate office politics by fostering the growth of leadership skills and supporting ethical conduct among managers. Leaders have a crucial impact on developing the organisational culture and establishing the standard for acceptable behaviour in the workplace. Similarly, HRM provides training programs that prioritise ethical leadership, conflict resolution, and the significance of transparency in decision-making (Cropanzano et al., 2021). Nevertheless, HRM promote a work climate that reduces political behaviour and improves employee satisfaction and productivity by providing leaders with the necessary skills and knowledge to effectively manage office politics. Therefore, this study seeks to assess the role of human resource management in addressing office politics in large corporations in Cameroon.

Statement of the Problem

Office politics is a widespread issue in numerous organisations, frequently appearing as conflicts for power, biassed treatment, and manipulation among staff and management. These dynamics have a substantial impact on the success of an organisation, resulting in lower employee morale, decreased productivity, and a harmful work environment. Although office politics is an inevitable component of organisational life, its adverse repercussions require proactive management. The dynamics of an organisation are influenced by the external environment, which can give rise to political behaviours such as nepotism or favouritism within the organisation (Arasli, Bavik, & Ekiz, 2019). 

Sroka and Vveinhardt (2018) argue that when HRM is influenced by nepotism or favouritism, when family relations or personal friendships are prioritised over employee skills and capabilities, it can have a detrimental impact on employee perception. Put simply, social connections, such as nepotism and favouritism, take precedence over the interests of the organisation in order to protect their own interests. 

 However, HRM plays a crucial role in dealing with office politics, including managing and resolving conflicts. Interpersonal power dynamics in the workplace frequently result in disputes among colleagues, which have the potential to intensify if not effectively addressed. According to Rahimt (2022), the HRM department utilise conflict resolution procedures, such as mediation and arbitration, to proactively resolve disagreements before they have a negative impact on the overall organizational atmosphere. In addition, HRM offer training programs that focus on enhancing conflict resolution abilities for both employees and managers. This training equips individuals with the ability to effectively handle interpersonal problems in a constructive manner, without relying on manipulative tactics. Thus, this study seeks to assess the role of human resource management in addressing office politics in large corporations in Cameroon.

 1.3  Objectives of the Study

The main purpose of this study is to assess the role of human resource management in addressing office politics in large corporations in Cameroon. Specifically, the study will;

Find out the prevalence of office politics in large corporations in Cameroon.

Find out the effectiveness of human resource policies in managing office politics in large corporations in Cameroon.

Find out the challenges faced by HR departments in addressing office politics  in Cameroonian corporations.

1.4  Research Questions

The following questions have been prepared for the study:

What is the prevalence of office politics in large corporations in Cameroon.?

How effective are human resource policies in managing office politics in large corporations in Cameroon?

What challenges do HR departments face in addressing office politics in Cameroonian corporations?

1.5 Research Hypotheses

H0: Human resource management practices have no significant impact on addressing office politics in large corporations in Cameroon.

Ha: Human resource management practices have significant impact on addressing office politics in large corporations in Cameroon.

1.6 Significance of the Study

This study will provide HR professionals with appropriate techniques and tools for managing office politics in large businesses. Gaining insight into the intricacies of office politics and its impact on employee conduct and organisational culture will empower HR to enact measures that mitigate adverse effects, foster equity, and enhance overall workplace cohesion. Furthermore, subsequent researchers will use it as a literature review. This means that other students who may decide to conduct studies in this area will have the opportunity to use this study as available literature that can be subjected to critical review. Invariably, the result of the study contributes immensely to the body of academic knowledge with regard to the role of human resource management in addressing office politics in large corporations in Cameroon.

1.7 Scope of the study   

The scope of this study is boarded on the role of human resource management in addressing office politics in large corporations in Cameroon. Empirically, the study will determine the factors associated with office politics, the extent to which office politics contributes to stress and anxiety among employees in the hospitality industry, determine the extent to which office politics affects job performance among employees and determine whether office politics has a significant impact on the psychological well-being of employees in the hospitality industry of Cameroon.

Geographically, the study will be delimited to employees of some large corporations in Cameroon.

1.8 Limitation of the study

In the course of carrying out this study, the researcher experienced some constraints, which included time constraints, financial constraints, language barriers, and the attitude of the respondents. In addition, there was the element of researcher bias. Here, the researcher possessed some biases that may have been reflected in the way the data was collected, the type of people interviewed or sampled, and how the data gathered was interpreted thereafter. The potential for all this to influence the findings and conclusions could not be downplayed. More so, the findings of this study are limited to the sample population in the study area, hence they may not be suitable for use in comparison to other schools, local governments, states, and other countries in the world.

 1.9 Definition of Terms

Office Politics: refers to the strategies and behaviors that individuals use within an organization to gain advantage, power, or influence.

Human Resource Management (HRM): the strategic approach to managing an organization’s workforce, focusing on policies, practices, and systems that influence employee behavior, performance, and development.

Favoritism: the practice of showing preferential treatment to certain individuals over others based on personal preferences, relationships, or biases rather than on objective criteria.

Large Corporations: businesses with extensive operations, significant market share, and substantial employee bases.

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