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Interactive effects of impression management and organizational politics on job performance

โœ Scribed by Suzanne Zivnuska; K. Michele Kacmar; L. A. Witt; Dawn S. Carlson; Virginia K. Bratton

Publisher
John Wiley and Sons
Year
2004
Tongue
English
Weight
105 KB
Volume
25
Category
Article
ISSN
0894-3796

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โœฆ Synopsis

Abstract

The purpose of this research was to explore the interactive effect of organizational politics and impression management on supervisor ratings of employee performance. We hypothesized that the negative relationship between organizational politics and supervisorโ€rated performance is weaker among employees who are high in impression management than among those low in impression management. Data were collected from a matched sample of 112 whiteโ€collar employees and their supervisors. Results indicated that the interaction of organizational politics and impression management explained a significant incremental amount of variance in supervisor ratings of employee performance. These findings demonstrated that the extent to which an individual engaged in impression management in a nonโ€political atmosphere may have been a key component to receiving favorable performance ratings. Copyright ยฉ 2004 John Wiley & Sons, Ltd.

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