Gayle Oatley

Publication Date


Advisor(s) - Committee Chair

Anthony Paquin, Elizabeth Shoenfelt, Reagan Brown


Access granted to WKU students, faculty and staff only.

After an extensive unsuccessful search for the author, this thesis is considered an orphan work, which may be protected by copyright. The inclusion of this orphan work on TopScholar does not guarantee that that orphan work may be used for any purpose and any use of the orphan work may subject the user to a claim of copyright infringement. The reproduction of this work is made by WKU without any purpose of direct or indirect commercial advantage and is made for purposes of preservation and research.

See also WKU Archives - Authorization for Use of Thesis, Special Project & Dissertation

Degree Program

Department of Psychology

Degree Type

Master of Arts


This study examines the relationship between feedback and the perception of organizational politics. The formal/informal delivery is an area researchers have yet to evaluate. Prior research in organizational politics involves, but is not limited to management positions, job satisfaction, corporate citizenship, cynicism, commitment, and withdrawal. As such, this line of research study is important because of the role ambiguity plays in the feedback process, or lack of feedback, and the effect it has on behavior expressed through dysfunctional political behaviors (Ferris, Russ, & Fandt, 1989). A sample of 176 responses was analyzed from various professions and organizational levels, of which 71 were male and 105 were female. Consistent with the hypotheses, results indicated job feedback, informal feedback, and formal feedback all have a strong negative relationship with the perception of organizational politics. Post hoc results showed no difference when controlling for age, gender and tenure.


Business | Human Resources Management | Industrial and Organizational Psychology | Performance Management | Psychology | Social and Behavioral Sciences