Use Of Impression Management Tactics Research Articles

Use of Impression Management Tactics in Professional Communication for Job Interviews among Graduate Students

This study investigated the impression management techniques (IMTs) used by fresh graduates in job interviews. Job interview data from twenty-five candidates were analysed qualitatively. The focus of analysis was on five aspects of impression management tactics namely self-focus, self-presentation, exemplifications, entitlements, and enhancements. It was found that all twenty candidates were in the poor (n = 19; 60%), fair (n = 9; 36%), and average (n = 6; 4%) categories, with none in the good or excellent category. This study can benefit candidates by demonstrating that educational qualifications are not the only important criterion for success in a job interview.

Smile for the camera! The role of social presence and impression management in perceptions of technology-mediated interviews

PurposeVideoconference interviews and asynchronous interviews are increasingly used to select applicants. However, recent research has found that technology-mediated interviews are less accepted by applicants compared to face-to-face (FTF) interviews. The reasons for these differences have not yet been clarified. Therefore, the purpose of this paper is to take a closer look at potential reasons that have been suggested in previous research.Design/methodology/approachThe present study surveyed 154 working individuals who answered questions concerning their perceptions of FTF, videoconference and asynchronous interviews in terms of perceived fairness, social presence and the potential use of impression management (IM) tactics. Furthermore, potential attitudinal and personality correlates were also measured.FindingsTechnology-mediated interviews were perceived as less fair than FTF interviews and this difference was stronger for asynchronous interviews than for videoconference interviews. The perceived social presence and the possible use of IM followed the same pattern. Furthermore, differences in fairness perceptions were mediated by perceived social presence and the possible use of IM tactics. Additionally, affinity for technology and core self-evaluations correlated positively with perceptions of videoconference interviews but not with those of FTF and asynchronous interviews.Originality/valueThis is the first study to compare fairness perceptions of FTF, videoconference and asynchronous interviews and to confirm previous assumptions that potential applicants perceive technology-mediated interviews as less favorable because of impairments in social presence and the potential use of IM.

İzlenim Yönetimi Taktikleri Kullanımına İlişkin Öğretmen Görüşlerinin İncelenmesi

The purpose of this study was to examine the opinions of teachers regarding the use of impression management tactics. Phenomenological pattern from qualitative research patterns was used in this study. The study group was comprised of 13 teachers working at the secondary schools in the province of Gaziantep during the 2017-2018 academic year. Semi-structured interview form was used in the study for data acquisition. The data were analyzed via content analysis method. The agreement between coders was calculated as 0.93 following the coding by two researchers. Based on the findings obtained from the analyses, teachers use different impression management tactics at school. The use of impression tactics among teachers varies from person to person. Teacher opinions on the use of impression management tactics were classified under a total of seven sub-themes including supplication, self-promotion, ingratiation, exemplification, respect to differences, intimidation and avoiding assignments”. The teachers also expressed their opinions on constructing an impression that they will be successful at a task, avoiding considerations of incompetence, giving importance to friendly relations and being an exemplified employee by taking part in out of work hour tasks. It was determined as a result of the study that teachers use different tactics for generating the desired impression on others by using different tactics subject to cases and individuals and that they put in an effort to manage the impressions related with themselves. Teachers who take on important roles and responsibilities with regard to adding new knowledge, skills and values to themselves and students in the long run should generate a positive impression on individuals around them with their attitudes and behaviors.

Coping with negative workplace gossip: The joint roles of self-monitoring and impression management tactics

Although researchers have examined the effects of negative workplace gossip on target employees' work-related behavior, it remains unclear when and how personality traits play a role between negative workplace gossip and organizational citizenship behavior (OCB). Drawing upon the transactional model of stress and coping, we posit a mediated moderation model of the effects of self-monitoring and impression management tactics on the relationship between negative workplace gossip and target employees' OCB. By collecting supervisor-subordinate dyadic time-lagged data, we demonstrated that the relationship between negative workplace gossip and OCB was weaker when employees were high self-monitors. In addition, we found that the moderating effects of self-monitoring were mediated by the use of impression management tactics.

Once an Impression Manager, Always an Impression Manager? Antecedents of Honest and Deceptive Impression Management Use and Variability across Multiple Job Interviews.

Research has examined the antecedents of applicants' use of impression management (IM) tactics in employment interviews. All existing empirical studies have measured IM in one particular interview. Yet, applicants generally interview multiple times for different positions, and thus have multiple opportunities to engage in IM, before they can secure a job. Similarly, recent theoretical advances in personnel selection and IM research have suggested that applicant behaviors should be considered as dynamic and adaptive in nature. In line with this perspective, the present study is the first to examine the role of individual differences in both applicants' use of IM tactics and the variability in IM use across multiple interviews. It also highlights which honest and deceptive IM tactics remain stable vs. vary in consecutive interviews with different interviewers and organizations. Results suggest that applicants high in Extraversion or core self-evaluations tend to engage in more honest self-promotion but do not adapt their IM approach across interviews. In contrast, applicants who possess more undesirable personality traits (i.e., low on Honesty-Humility and Conscientiousness, but high on Machiavellianism, Narcissism, Psychopathy, or Competitive Worldviews) tend to use more deceptive IM (and especially image creation tactics) and are also more likely to adapt their IM strategy across interviews. Because deceptive IM users can obtain better evaluations from interviewers and the personality profile of those users is often associated with undesirable workplace outcomes, this study provides additional evidence for the claim that deceptive IM (or faking) is a potential threat for organizations.

Impression Management Tactics and Performance Ratings: A Moderated-Mediation Framework

ABSTRACTPurpose: The objective of this study is to contribute to the sales management literature by analyzing whether self-monitoring dimensions (the ability to adjust the presentation of one’s self and the sensitivity to the expressive behaviors of others) play a moderating role in the use of impression management—supervisor liking—performance rating nomological network.Methodology/approach: Empirical analysis is based on dyadic data from 122 industrial salespeople and their sales managers in 9 different industries. Structural equation modelling was used to analyze the psychometric proprieties of the measurement scales, and conditional process analysis was used to test the proposed hypotheses.Research implications: The results obtained indicate that the use of supervisor-focused impression management tactics is an indirect antecedent of a salesperson’s performance rating through sales manager liking, but not the self-focused tactics. Results also show that a self-monitoring dimension i.e., the ability to adjust the presentation of one’s self, moderates the “impression management—supervisor liking—performance rating” chain. These results provide an increased understanding of the processes involved in sales managers—salespeople’s interactions.Practical implications: The main implication for salespeople is that the use of impression management tactics to influence performance ratings only is effective when they use supervisor-focused tactics because attempts to influence via self-focused tactics will not have any effect. The most important implication for sales managers’ is that not all impression management tactics are successfully executed and that the identification of combinations of impression management tactics and the levels of salespeople’s self-monitoring can positively influence performance appraisals by generating evaluative biases. Given that evaluative biases can produce inequitable behaviors by sales managers in the task assignments and support provided to the salespeople, it is important that sales managers are aware of when they can occur (i.e., when salespeople with a moderate ability to adjust their self-presentation use supervisor-focused tactics).Originality/value/contribution of the article: This article contributes to the existing knowledge by two important means. First, this study proposes a model and presents an empirical test of constructs that mediate (i.e., supervisor liking) and moderate (i.e., self-monitoring dimensions) the “use of impression management tactics—sales manager liking—performance appraisal” relation. This model responds to calls for studies that analyze how impression management tactics are related to performance appraisal and when the relation between the use of these tactics and performance rating occurs. Two, this study uses data from both salespeople and their sales managers, which minimizes any risk of common method variance bias.

Legitimacy, accountability and impression management in NGOs: the Indian Ocean tsunami

Purpose– Prior research has investigated legitimation strategies in corporate annual reports in the for-profit sector. The purpose of this paper is to investigate this phenomenon in an NGO environment. It investigates Australian overseas aid agencies’ responses to criticism of the relief effort following the Indian Ocean tsunami in 2004. It aims to determine whether voluntary annual report disclosures were reflective of impression management and/or of the discharge of functional accountability.Design/methodology/approach– The paper applies content analysis to compare the structure and content of the annual reports of 19 Australian overseas aid agencies before and after the Indian Ocean tsunami.Findings– Results suggest voluntary disclosure in annual reports significantly increased post-tsunami and was more consistent with impression management activity rather than functional accountability suggesting a response to the legitimacy challenge. The use of impression management tactics differed with agency size, with larger agencies using ingratiation in order to appear more attractive while smaller ones promoted their particular achievements.Originality/value– This paper makes a contribution by extending prior impression management and legitimacy literature to an NGO environment. It has implications for the development of these theories as it looks at organisations where the stakeholders are different from the for-profit sector and profits are not the main concern. It raises issues about the concept of accountability in the NGO sector, and how the nature of organisation reporting is changing to address the challenges of a sector where access to funds is highly competitive.

"Reducing job insecurity and increasing performance ratings: Does impression management matter?": Correction to Huang et al. (2013).

Reports an error in Reducing job insecurity and increasing performance ratings: Does impression management matter by Guo-hua Huang, Helen Hailin Zhao, Xiong-ying Niu, Susan J. Ashford and Cynthia Lee (Journal of Applied Psychology, 2013[Sep], Vol 98[5], 852-862). In the original article, the grant information in the author note was incorrect. The corrected note is presented in the erratum. (The following abstract of the original article appeared in record 2013-19337-001.) Prior research on job insecurity has demonstrated its detrimental effects on both employees and the organization, yet no research has detailed how people actively deal with it. Drawing from proactivity research, this article argues that job insecurity prompts a proactive use of impression management tactics in the workplace. The effectiveness of these tactics depends on the level of supervisory liking for the employee and the attributions supervisors make regarding the employee�s motives for the impression management behaviors (i.e., for the good of the organization or for self-interest). A 3-wave survey study of 271 Chinese employees and their supervisors showed that employees experiencing job insecurity in Time 1 reported using a variety of tactics to impress their supervisors at Time 2 and that these tactics curbed the affect associated with job insecurity and enhanced supervisor rated performance, through supervisor�s liking and attributed motives. The relationship between impression management and increased supervisor-rated performance was moderated by supervisor attributions; the relationship between impression management and reduced affective job insecurity depended on supervisor liking. (PsycINFO Database Record (c) 2014 APA, all rights reserved)

Gift‐giving among adolescents: exploring motives, the effects of givers' personal characteristics and the use of impression management tactics

PurposePrevious research on impression management explored motives, the use of impression management tactics and the influence of personality characteristics on the tendency to engage in impression management. The purposes of this research are to examine gift‐giving behavior among adolescents based on the building blocks of impression management theory, the ways that personality characteristics motivate gift‐givers to engage in active and defensive impression management and how the use of impression management tactics (i.e. similarity‐conformity and target‐enhancement) are reflected in their gift‐giving behavior.Design/methodology/approachA convenience sample of 141 adolescences was used in a quantitative study. Self‐report questionnaires were distributed to adolescents of different ages (13‐16), with students from diverse social strata. Students were asked to recall a recent peer gift‐giving experience and to refer to it when answering the questions which covered motives for gift‐giving, personality characteristics, and the characteristics of the gift.FindingsThe authors' study shows that personality characteristics such as public self‐consciousness, self‐monitoring, and self‐esteem are positively related with gift‐giving motives. Additionally, gift‐giving motives are positively related with the use of similarity‐conformity and target‐enhancement tactics. Finally, the use of impression management tactics reflects adolescents' special characteristics, such as their tendency towards conformism, important role of peers in their lives, and their high need to protect and nurture these social resources.Originality/valueThis research explored the instrumental role of gift‐giving among adolescents and contributes to the existing literatures on gift‐giving, impression management, and adolescents' consumer behavior.

Reducing job insecurity and increasing performance ratings: Does impression management matter?

Prior research on job insecurity has demonstrated its detrimental effects on both employees and the organization, yet no research has detailed how people actively deal with it. Drawing from proactivity research, this article argues that job insecurity prompts a proactive use of impression management tactics in the workplace. The effectiveness of these tactics depends on the level of supervisory liking for the employee and the attributions supervisors make regarding the employee's motives for the impression management behaviors (i.e., for the good of the organization or for self-interest). A 3-wave survey study of 271 Chinese employees and their supervisors showed that employees experiencing job insecurity in Time 1 reported using a variety of tactics to impress their supervisors at Time 2 and that these tactics curbed the affect associated with job insecurity and enhanced supervisor rated performance, through supervisor's liking and attributed motives. The relationship between impression management and increased supervisor-rated performance was moderated by supervisor attributions; the relationship between impression management and reduced affective job insecurity depended on supervisor liking.

Gender Differences in Impression Management in Organizations: A Qualitative Review

In this article we review the literature on impression management to determine if there are substantial gender differences in the employment of impression management tactics in organizational contexts. Based on a social roles theory perspective (Eagly, 1987), we examined use of impression management tactics in organizational settings for gender differences in behavior. We expected that men and women would generally report using impression management tactics consistent with gender role expectations and that this might not be advantageous to women in the corporate world. Our review of the literature supported our expectations. We conclude with implications of these findings for an enriched understanding of organizational behavior.

More Than One Way to Make an Impression: Exploring Profiles of Impression Management

This research explores the use of impression management tactics in combination. Two studies were conducted to identify three profiles of impression management use and to examine how three individual difference variables are related to these patterns. The results suggest that women are less aggressive than men in using impression management, that high self-monitors favor positive impression management strategies, and that high Machs use impression management tactics rather indiscriminately. The findings also suggest that individuals who either avoid using impression management or who use only positive tactics are seen more favorably than those who use relatively high levels of all types of impression management. Some implications and directions for future research are discussed as well.

More Than One Way to Make an Impression: Exploring Profiles of Impression Management

This research explores the use of impression management tactics in combination. Two studies were conducted to identify three profiles of impression management use and to examine how three individual difference variables are related to these patterns. The results suggest that women are less aggressive than men in using impression management, that high self-monitors favor positive impression management strategies, and that high Machs use impression management tactics rather indiscriminately. The findings also suggest that individuals who either avoid using impression management or who use only positive tactics are seen more favorably than those who use relatively high levels of all types of impression management. Some implications and directions for future research are discussed as well.

The use of impression management tactics in structured interviews: a function of question type?

This study investigated impression management tactic use during structured interviews containing both experience-based and situational questions. Specifically, the authors examined whether applicants' use of impression management tactics depended on question type. Results from 119 structured interviews indicated that almost all of the applicants used some form of impression management. Significantly more assertive than defensive impression management tactics were used, and among assertive tactics, applicants tended to use self-promotion rather than ingratiation. However, different question types prompted the use of different impression management tactics. Ingratiation tactics were used significantly more when applicants answered situational questions, whereas self-promotion tactics were used significantly more when applicants answered experience-based questions. Furthermore, the use of self-promotion and ingratiation tactics was positively related to interviewer evaluations.

The use of impression management tactics in structured interviews: A function of question type?

The use of impression management tactics in structured interviews: A function of question type?

The Influence of Applicant and Interviewer Characteristics on the Use of Impression Management1

This study investigated the relationship between characteristics of applicants and interviewers, and type and amount of impression management (IM) used by applicants in the employment interview. Specifically, applicant self‐monitoring, self‐esteem, locus of control, age, and training, and interviewer communication apprehension, interpersonal communication skill, age, and experience all were expected to influence the type and amount of IM behavior exhibited by applicants in the employment interview. Data from 64 field interviews confirmed that characteristics of the interviewer and, to a lesser extent, characteristics of the applicants were related to the use of IM tactics by applicants.

Antecedents of and Engagement in Impression Management Tactics Among College Students

Despite professor's attempts to treat all students objectively, anecdotal evidence suggests that disparate treatment of students is not uncommon in academe. The purpose of this study was to determine the extent to which college students engage in impression management (IM) tactics and to identify antecedent variables to engagement in such behaviors. One hundred one undergraduate students at a large Midwestern university completed a self-administered, modified version of Wayne and Ferris' (1990) IM instrument to assess the extent to which they engage in various types of IM tactics. Based on Leary and Kowalski's (1990) theoretical model of impression motivation, antecedent variables related to students 'engagement in IM were examined. Using correlations and regression analyses, antecedent variables employed in predicting student's impression management engagement included the importance of being known, the degree of publicity and contact with their instructor, the desire to be liked, and students' perceptions of a discrepant image. Students reported engaging most often in self-focused IM tactics such as presenting themselves as friendly persons. Results of correlations of students' engagement in three types of IM with antecedent variables, as well as regression analyses of the antecedent variables on the types of IM are presented and discussed. Students' use of IM tactics and the conditions under which students are likely to use IM are valuable in exploring the effects of such engagement and in providing instructors with information about their students that may help them treat all students equitably.

Evaluation of employee rule violations: The impact of impression management effects in historical context

The study sought to determine whether impression management tactics by an employee could effectively lessen the recommended punishment for an ethical rule infraction by this individual. Subjects read a vignette in which an employee violated the confidentiality of personnel records. The employee was presented as either having had a history of previous infractions or no such historical information was provided. Additionally, the employee was described as using either no impression management tactics, an apology, or a justification for his behavior. Result show that in the case of a history of multiple offenses, the employee's use of justifications effectively mitigated others' judgments of the wrongfulness of the employee's action, while apologies did not. Similarly, the justification appeared to lessen respondent recommendations for punishment, prevention of promotion, and demotion/firing, but only when there is a history of multiple offenses. In most cases, apologies tended to exacerbate the problem when previous offenses had been committed. The data are discussed in terms of their implications for the study of employee use of impression management tactics.