Survival at any cost? Examining employee bottom-line mentality as a mediator between organizational politics and employee behaviors

Purpose The study aims to expand the bottom-line mentality (BLM) and goal-shielding theory (GST) literature by identifying the antecedents of employee bottom-line mentality (EBLM). EBLM was examined as a goal-shielding process that explains the link between perceived organization politics (POP) and two employee behaviors: social undermining and task performance. Furthermore, the moderating role of leader BLM on the POP–EBLM relationship was also examined. Design/methodology/approach The data were collected through a self-administered questionnaire utilizing a multi-source design. Specifically, we obtained 314 leader-employee dyads employing purposive sampling and a leader-subordinate dyadic design. Data analysis was performed using AMOS 23. Findings EBLM mediates the positive relationship between POP and social undermining. We did not find the relationship between EBLM and task performance in the hypothesized direction. The study also finds the moderating impact of a leader’s BLM on the POP–EBLM relationship. POP was significantly related to SU but not to task performance. Research limitations/implications The use of a multi-source research design is the strength of the study. Still, the results of the study do not evaluate causal relationships and experimental and longitudinal designs are suggested for future studies to further test this causal relationship. Originality/value This study significantly contributes to the growing BLM and GST literature. Employees perceive politics in an organization that triggers the need for survival. In response, they embrace BLM as a goal-shielding process because they think of it as a facilitative behavior for achieving their primary goal of survival and growth. They undermine co-workers to protect their primary goal.