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Interactive effects of impression management and organizational politics on job performance
Author(s) -
Zivnuska Suzanne,
Kacmar K. Michele,
Witt L. A.,
Carlson Dawn S.,
Bratton Virginia K.
Publication year - 2004
Publication title -
journal of organizational behavior
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.938
H-Index - 177
eISSN - 1099-1379
pISSN - 0894-3796
DOI - 10.1002/job.262
Subject(s) - impression management , supervisor , psychology , politics , social psychology , impression , variance (accounting) , job performance , human resource management , management , job satisfaction , business , political science , advertising , accounting , economics , law
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 supervisor‐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 white‐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 non‐political atmosphere may have been a key component to receiving favorable performance ratings. Copyright © 2004 John Wiley & Sons, Ltd.