APPENDIX A

ORGANIZATIONAL POLITICS TOWARD ORGANIZATIONAL CHANGE MANAGEMENT IN DEPARTMENT STORES OF

STO. TOMAS

Introduction

Hi! We are Brengel Maricor Campo, Eric Noel Maquirang and Myla Morgia, senior high school students of Sto.
Tomas National High School. We are conducting research on Organizational Politics toward Organizational Change in
Department Stores of Sto. Tomas. You are chosen as one of the respondents of the study being one of the department stores
employees of this municipality. Rest assured that your responses will be kept confidential and will be restricted to research
purposes only.

Thank you very much.

Consent

I willingly consent to participate in the research, I understand that participating in this research is voluntary and that I
am free to withdraw my consent to participate to participate at any time in this study.

Signature of Participant

Personal Information

Instruction: Please provide the answers needed in each item by filling out the spaces provided for.

Name (Optional): ____________________________

Survey Questionnaire

Instruction: Listed below is a series of statements that represent feelings that individuals might have about the company or
organization. With respect to your personal observations, please indicate the degree of your agreement or disagreement with
each statement by checking a number from 1 to 5 using the scale below.

5- Strongly Agree 3- Neutral 1- Strongly Disagree

4- Slightly Agree 2- Disagree

PERCEPTIONS OF POLITICS SCALE

General Political Behavior

Items
5 4 3 2 1
1.
People in this organization attempt to build themselves up by tearing
others down.

2.
There has always been an influential group in this department that no
one ever crosses.

Go Along To Get Ahead

Item
5 4 3 2 1
s
1.
Employees are encouraged to speak out frankly even when they are
critical of well-established ideas.
 2.
There is no place for yes-men around here; good ideas are desired
even if it means disagreeing with superiors.

3.
Agreeing with powerful others is the best alternative in this
organization.

4.
It is best not to rock the boat in this organization.
5.
Sometimes it is easier to remain quiet than to fight the system.

6.
Telling others what they want to hear is sometimes better than telling
the truth.

7.
It is safer to think what you are told than to make up your own mind.

Pay and Promotions Policies

Items
5 4 3 2 1
1.
Since I have worked in this department, I have never seen the pay
and promotion policies applied politically.

2.
I can’t remember when a person received a pay increase or promotion
that was inconsistent with the published policies.

3.
None of the raises I have received are consistent with the policies on
how raises should be determined.

4.
The stated pay and promotion policies have nothing to do with how
pay raises and promotions are determined.

5.
When it comes to pay raise and promotion decisions, policies are
irrelevant.

6.
Promotions around here are not valued much because how they are
determined is so political.

ORGANIZATIONAL CHANGE SCALE

Communication of Change

Item
5 4 3 2 1
s
1.
Communicating the need for change
2.
Informing employees regarding change through
bulletins/teleconferences

3.
Keeps in contact with its customer to ensure that they are aware of
what the company is doing
Actions to Expand Business

Item
5 4 3 2 1
s
1.
Aggressively pursuing emerging business opportunities
2.
Developing an understanding that due to change the competition can
be a customer

3.
Allying itself with other companies
Financial Strategies for Change

Items
5 4 3 2 1
1.
Paying more attention to the bottom line
2.
Providing managers with separation packages

Inadequate communication and Participation

Item
5 4 3 2 1
s
1.
Did not ask employees if there was a better ways to do things

2.
Did not recognize where its greatest assets were

3.
Did not have a common goal shared throughout the company
4.
Did not allow employees to be flexible in use of skill sets

5.
Limited employee empowerment

6.
Only provided verbal support for change

7.
Held back information on where the company was going

Bureaucratic Resistance and Favouritism

Item
5 4 3 2 1
s
1.
Allowed for conflicting departmental missions

2.
Did not eliminate bureaucracy

3.
Allowed certain departments to protect themselves from change
4.
Did not make managers accountable for change

APPENDIX B
CRONBACH’S ALPHA
ORGANIZATIONAL POLITICS

Reliability Statistics
Cronbach's N of
Alpha Items
.920 15

Item-Total Statistics
Scale Mean if Scale Variance if Corrected Item- Cronbach's Alpha
Item Deleted Item Deleted Total Correlation if Item Deleted
VAR00001 45.7667 175.151 .742 .911
VAR00002 46.3333 183.747 .594 .916
VAR00003 44.9000 177.541 .753 .911
VAR00004 45.3000 185.803 .620 .915
VAR00005 44.8333 177.937 .800 .909
VAR00006 45.0000 174.621 .835 .908
VAR00007 45.1333 169.706 .888 .905
VAR00008 44.4667 201.430 .297 .923
VAR00009 44.9333 172.685 .918 .905
VAR00010 46.7000 201.390 .255 .925
VAR00011 46.9333 195.995 .545 .918
VAR00012 46.6333 192.861 .516 .918
VAR00013 46.2667 190.961 .514 .918
VAR00014 46.8000 192.372 .518 .918
VAR00015 46.0000 184.690 .554 .918
 ORGANIZATIONAL CHANGE MANAGEMENT

Reliability Statistics
Cronbach's N of
Alpha Items
.827 19

Item-Total Statistics
Scale Mean if Scale Variance if Corrected Item- Cronbach's Alpha
Item Deleted Item Deleted Total Correlation if Item Deleted
VAR00001 56.9667 128.033 .229 .827
VAR00002 57.1000 125.128 .230 .826
VAR00003 57.0333 129.206 .027 .831
VAR00004 57.6667 104.299 .759 .797
VAR00005 57.2333 119.909 .638 .815
VAR00006 60.0667 120.961 .255 .827
VAR00007 57.4667 128.189 .009 .838
VAR00008 57.5000 125.500 .082 .837
VAR00009 58.5000 112.397 .528 .812
VAR00010 58.6667 105.126 .823 .794
VAR00011 60.1667 118.557 .437 .818
VAR00012 58.4333 102.737 .798 .793
VAR00013 60.1333 121.499 .295 .824
VAR00014 58.4667 103.568 .755 .796
VAR00015 60.0333 124.102 .127 .835
VAR00016 59.0333 109.551 .565 .810
VAR00017 59.0333 106.240 .720 .800
VAR00018 59.8333 123.661 .140 .834
VAR00019 60.2667 124.409 .174 .830