✦ LIBER ✦

What bad impressions say about organizations (Part II)

✍ Scribed by Professor Robert A. Snyder

Publisher: John Wiley and Sons
Year: 1998
Tongue: English
Weight: 486 KB
Volume: 9
Category: Article
ISSN: 1044-8004
DOI: 10.1002/hrdq.3920090208

No coin nor oath required. For personal study only.

✦ Synopsis

In Part One of this Forum article (which appeared in the last issue of HRDQ), I argued that many factors have forced organizations to become more concerned with the impressions that their employees make on internal and external customers. Although little empirical research deals specifically with either the individual or the organizational causes of bad impressions, many useful inferences can be drawn from research conducted for other, related purposes. In Part One, self theory was used to frame inferences that can be made about the intentions and motives of individual employees who make bad impressions. In Part Two, inferences will be drawn about the organizations that employ such bad impression makers. Once again, I suggest that organizations can reduce the base rate of bad impressions when a self theory perspective is used to align the goals of individual employees with the goals of the organization.

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