Antecedents of impression management among managers in public leisure service organizations and the effects of impression management on performance appraisal
Valerius, Laura
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Permalink
https://hdl.handle.net/2142/21401
Description
Title
Antecedents of impression management among managers in public leisure service organizations and the effects of impression management on performance appraisal
Author(s)
Valerius, Laura
Issue Date
1990
Doctoral Committee Chair(s)
McKinney, William R.
Department of Study
Recreation, Sport and Tourism
Discipline
Recreation, Sport and Tourism
Degree Granting Institution
University of Illinois at Urbana-Champaign
Degree Name
Ph.D.
Degree Level
Dissertation
Keyword(s)
Business Administration, Management
Political Science, Public Administration
Recreation
Language
eng
Abstract
Until recently, research in the area of supervisors' response to their subordinates has focused on the rational, cognitive components and has neglected the influence of supervisors' liking (positive affect) for the employee. Liking may be manipulated by the employee via impression management. This study attempts to identify potential antecedents and consequences of organizational politics. A model involving (a) characteristics of public park and recreation superintendents, (b) the superintendents' propensity to manage the impression their directors form of them, (c) the effects of impression management on how well the director likes the superintendent, and (d) the effect of impression management on performance appraisal ratings is subjected to path analysis. Results of the path analyses indicate that those superintendents who scored high in the goal relevance construct tended to engage in supervisor-focused impression management and in job-focused impression management. Further, both types of impression management tactics resulted in the directors' liking the superintendents. Finally, liking predicted performance appraisal ratings only for those who utilized supervisor-focused impression management tactics. Engagement in job-focused impression management was not related to performance appraisal ratings. The findings suggest that park or recreation superintendents tend to receive higher performance appraisal ratings when they engage in supervisor-focused impression management, but not when they engage in job-focused impression management. Management and research implications of the effects of impression management on performance appraisal ratings are discussed.
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