The moderating effect of impression management on the organizational politics–performance relationship
David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 79 (3):263 - 277 (2008)
This study investigates the complexities in the relationship between perceptions of organizational politics and performance ratings by examining the moderating effect of impression management on that relationship. Expectancy theory was employed to better understand the moderating effect. We proposed that two kinds of impression management tactics occurred: supervisor-focused and job-focused, respectively. It was hypothesized that increased exercise of impression management would mitigate the negative effects of perceptions of organizational politics and performance ratings. Data were collected from 290 full-time employees of ten state-owned enterprises in Taiwan. Hierarchical moderated regression analysis of data revealed that the job-focused tactics exerted a significant moderating effect on the relationship between perceptions of organizational politics and performance ratings. When perceptions of organizational politics are low, employees who engage in high levels of job-focused impression management tactics are more likely to gain better ratings than those who employ low-level tactics.
|Keywords||perceptions of organizational politics impression management job performance supervisor-focused tactics job-focused tactics state-owned enterprises|
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John R. Carlson, Dawn S. Carlson & Merideth Ferguson (2011). Deceptive Impression Management: Does Deception Pay in Established Workplace Relationships? [REVIEW] Journal of Business Ethics 100 (3):497 - 514.
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