THE ROLE OF UPWARD INFLUENCE TACTICS IN HUMAN RESOURCE DECISIONS

THE ROLE OF UPWARD INFLUENCE TACTICS IN HUMAN RESOURCE DECISIONS 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Personnel Psychology Wiley

THE ROLE OF UPWARD INFLUENCE TACTICS IN HUMAN RESOURCE DECISIONS

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Abstract

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.

Journal

Personnel PsychologyWiley

Published: Dec 1, 1997

References

  • Does self‐other agreement on leadership perceptions moderate the validity of leadership and performance predictions
    Atwater, Atwater; Yammarino, Yammarino
  • Can multi‐source feedback change perceptions of goal accomplishment, self‐evaluations, and performance‐related outcomes? Theory‐based applications and directions for research
    London, London; Smither, Smither

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