A MODERATION STUDY OF ORGANIZATIONAL POLITICS AND EMPLOYER BRANDING IN INFLUENCING BRAND CITIZENSHIP BEHAVIOR AND JOB SATISFACTION

Abstract

The tourism sector in India, according to the Union budget 2023-24, was identified as one of the four prospects that could transform India in the next twenty-five years. Organizations are complex systems where variables interact in unpredictable ways, often influenced by deeper forces like Perceived Organizational Politics (POP). This study explores whether Employer Branding (EB) can still enhance Brand Citizenship Behavior (BCB) and Job Satisfaction (JS) despite the disruptive effects of POP. By examining POP as a moderator, the research sheds light on how EB and politics jointly shape employee outcomes. The findings aim to deepen understanding of JS and BCB, while offering practical and theoretical insights into the power struggle between EB’s positive influence and POP’s toxic impact. The present work was taken up with the objective of studying how organizational politics and employer branding impacts brand citizenship behavior and job satisfaction. Tools used were, Employer Branding (EB) scale developed by Srivastava et al., (2017) having 11 items; Job Satisfaction (JS) scale by Price and Mueller (1986) having 3 statements; Brand Citizenship Behaviors (BCB), positive word of mouth was measured with a three-item scale by Arnett et al., (2003), and participation was measured with three-item scale by Bettencourt (1997). Perceived Organizational Politics (POP) scale developed by Kacmarand Carlson (1997) having 14 items in it. BCB was found to be very strongly influenced by EB (.89, p<01). Similarly, positive relation was found between EB and JS (.89, p<01).