THE NEXUS BETWEEN PERCEIVED ORGANISATIONAL POLITICS IN HUMANITARIAN AID WORKERS AND ORGANISATIONAL PERFORMANCE IN ADAMAWA STATE NIGERIA

Abstract

This study explores the relationship between perceived organizational politics and organizational performance among humanitarian aid workers in Adamawa State, Nigeria. Adopting a descriptive research design, the study targeted a population of 220 employees from humanitarian aid organizations in the region. Both convenience and simple random sampling techniques were used, with the entire population serving as the sample size. Data were collected through a structured questionnaire, and regression analysis was conducted using SPSS version 27.0 to test the hypotheses. The results indicated that perceived manipulation within these organizations significantly influences organizational performance in Adamawa State. The study concludes that perceived manipulation, favoritism, and self-serving behaviors have a considerable impact on organizational performance. Based on these findings, it is recommended that humanitarian aid organizations implement clear and transparent decision-making and resource allocation processes to reduce manipulation and favoritism. This could involve establishing checks and balances to ensure decisions are made based on merit and organizational needs, rather than personal agendas.