Background: Considering Perceived organizational politics and psychological capital and their effects is among the most fundamental research topics in organizational areas. Therefore, the present paper has attempted to investigate the interactive role of Perceived organizational policies and Psychological capital in predicting professional ethics and turnover intention in the Kurdistan University’s staff.Method: Research method of study is descriptive - correlation. The statistical population of this study included all male and female employees of Kurdistan University (N=245) in educational year of 2014-2015. Sample of study comprising 180 employees in Kurdistan University were selected by using simple random sampling. The data were collected through standard questionnaires like; Perceived organizational politics, psychological capital, ethics and turnover intention. To analyze the data, Pearson correlation coefficient and moderated multiple regression was used by SPSS.Results: Results indicated that Perceived policy negatively associated with professional ethics (-.18) and positive relation with turnover intention (.35). Psychological capital has positive relationship with professional ethics (.66) and negatively associated with turnover intention (-.16). Also, interactive role of Perceived organizational policies and Psychological capital in predicting professional ethics and turnover intention was confirmed.Conclusion: The results of this study hold out that negative relationship between the Perceived policy and professional ethics reduced with moderating role of psychological capital and a positive relationship between the Perceived policy and turnover intention reduced with moderating role of psychological capital.

Prior research has indicated that employee turnover is detrimental to both individuals and organisations. Because a turnover intention in the workplace is detrimental, several factors have been suggested to better understand the reasons why employees may decide to leave their organisations. Some of the organizational-related factors that have been considered by previous research include Perceived organizational justice, job satisfaction, Perceived psychological contract breach, and Perceived organizational support, among others. Despite these empirical studies, literatures indicate that less attention has been paid to the influence of Perceived organisational politics, organizational trust, and Perceived human resource practices management (HRM) practices on employee turnover. Hence, the present study fills in the gap by examining the relationship between Perceived organisational politics, organizational trust, Perceived human resource management practices and employee turnover among Registered Nurses in Nigerian public hospitals using multiple regression analysis technique. One hundred and seventy five Registered Nurses participated in the study. Result indicated that Perceived organisational politics was significantly and positively related to turnover intentions. The result also showed that both organizational trust and Perceived human resource practices were significantly and negatively related to turnover intentions. Theoretical and practical implications of the results are discussed.

The aim of this study was to examine a psychosocial model of predicting Perceived social status among faculty members. To this end, 135 faculty members in one of the state universities in Tehran, Iran, were recruited through convenient sampling. We used Perceived organizational Support Scale (POSS), Perceptions of organizational politics Scale (POPS), Participation in organizational Decisions Making Scale (PODMS), and Dominance and Prestige Scale (DPS) to collect data. Findings showed that 40% of participants believed that social status of academic careers has decreased in Iran since they have entered into their jobs. Perceived organizational support, Perceived organizational politics, and participation in decision-making were associated with Perceived social status directly and indirectly by the mediating role of prestige-based status-seeking style. The link between Perceived organizational politics and Perceived social status were negative, but there were positive associations between other factors in model and Perceived social status. Then, we might conclude that Perceived social status is determined by the quality of organizational support, political atmosphere in organization, participation in organizational decision-making, and prestige-based status-seeking styles. Faculty members with prestige-based status-seeking style had better feelings toward their job as a high social status job, which may facilitate their self-actualization.

Background: Unethical behavior of a leader can lead to the failure of ethics in organization. Therefore, the purpose of the present research was to study the relationship between ethical leadership with organizational citizenship behavior and testing the moderating effects of the Perceived organizational policies and gender among the Urmia University staffs. Method: This is a descriptive-correlation research. Participant comprised 225 members of Urmia University staffs. Data was collected using three standard questionnaires: ethical leadership, organizational citizenship behavior and organizational policies. Data was analyzed by using Pearson correlation coefficient, multiple simultaneous regression coefficients and hierarchical one. Results: The results showed that there was a positive significant relationship between ethical leadership and organizational citizenship behavior. As a sequence, the results indicated that there was a negative significant relationship between organizational politics understanding and organizational citizenship behavior. Also, Perceived organizational politics had a significant moderating effect on the relationship between ethical leadership and organizational citizenship behavior, but gender had no significant moderating effect in this relationship. Conclusion: Based on these results we concluded that ethical leadership lead to promote the organizational citizenship behavior directly and reduce the policies in an organization. Also, with an emphasis on moderating role of Perceived organizational politics, ethical leadership had a positive and meaningful effect on organizational citizenship behavior.

In recent years, research on perceptions of organizational politics because of its devastating effects on job satisfaction, job performance, effectiveness, productivity and… has been considered by researchers in the field of organizational behavior. In this study the influence of personal, job and organizational factors on understanding of organizational politics is investigated. Statistical Population consists of managers and employees in water industry that have been selected using cortical (quota) sampling sampling. To collect data the standardized questionnaires were used from a five- point Likert scale questionnaire’s validity was confirmed by content and construct validity and its reliability was measured by Cronbach's alpha coefficients for each of the variables. For the analysis of research data by Structural equation modeling and path analysis Lisrel and Smartpls was used. The results showed that among the organizational factors, centralization had positive impact, procedural justice and participation in decision making had a negative impact on perceptions of organizational politics. All job factors (autonomy, feedback, skill variety, and communication (interaction) with manager) had a negative impact on perceptions of organizational politics. among the Personal factors only Machiavellian had a positive effect on perception of politics and assumptions concerning the positive effect of locus of control and self-monitoring on understanding of politics were not approved.