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THE ROLE OF UPWARD INFLUENCE TACTICS IN HUMAN RESOURCE DECISIONS
Author(s) -
WAYNE SANDY J.,
LIDEN ROBERT C.,
GRAF ISABEL K.,
FERRIS GERALD R.
Publication year - 1997
Publication title -
personnel psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 6.076
H-Index - 142
eISSN - 1744-6570
pISSN - 0031-5826
DOI - 10.1111/j.1744-6570.1997.tb01491.x
Subject(s) - psychology , perception , structural equation modeling , social psychology , salary , interpersonal communication , human resource management , human resources , assertiveness , promotion (chess) , competence (human resources) , interpersonal relationship , knowledge management , management , statistics , mathematics , neuroscience , politics , political science , computer science , law , economics
A model was examined which proposes that employee influence tactics impact human resource decisions by affecting managers' perceptions of the subordinate's interpersonal skills, manager liking of subordinates, and managers' perceptions of similarity to subordinates. The human resource decisions investigated were performance ratings, promotability assessments, and salary. Data were collected from 247 subordinates and their managers and from company records. Structural equation modeling results indicated that influence tactics were related to managers' perceptions of subordinates' interpersonal skills, liking, and perceptions of similarity to subordinates. Specifically, subordinates' use of reasoning, assertiveness, and favor rendering were positively related to managers' perceptions whereas bargaining and self‐promotion were negatively related to these perceptions. Finally, there was no support for direct relationships between influence tactics and HR decisions.