gender differential paper IJCRB

ijcrb.webs.com
JUNE 2011
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 3, NO 2
Supplication is a powerful practice. It is observed that in case of supplication, the person
supplicated has more power than the person performing the supplication. The Supplicator usually
has an essential and crucial interest in its success. Supplication often entails physical actions,
(Clark, 1998). Supplication is considered as the most negative of the impression management
tactics (Bolino & Turnley, 1999). Employees sometimes try to look down at work by using
supplication strategies of impression management (Becker & Martin, 1995). Supplication
strategies were found negatively related to the leadership traits (Chidambaram et al., 2008).
According to Turnley & Bolino (2001), the use of supplication was positively related to the
image of "lazy" for both high and low self-monitors. These findings suggest that individuals,
who use supplication, tend to be perceived negatively by their colleagues—regardless of their
self-monitoring abilities. The supplication, therefore have negative connotations.
Other studies of supplication have found that use of Supplication strategies often result to
negative consequences such as decreased self-esteem for the individuals using them
(Christopher, Morgan, Marek, Keller, & Drummond, 2005). There is not research undertaken on
how the individuals using supplication or intimidation are viewed by others - either positively or
negatively.
2.6 Relationship between Impression Management and Performance Ratings
The primary motive to manage the impression that we create is that through the desired social
identity, we try to bring our public selves closer to our ideal selves. We try to influence how we
people perceive us, and therefore, the way in which we will be treated by others. The impact of
this type of behaviour may impact material outcomes directly viz giving the impression of
competent and ambitious can results in benefits such as better performance rating and career
advancement opportunities. (Wayne and Liden, 1995).
Singh and Vinicombe (2001) identified that successful British and Swedish managers in
engineering firms try to manage vigilantly the impression of commitment which they give to
their supervisors. There was a clear viewpoint that in order to gain promotion, individuals needed
to have a good understanding of the "rules of the game" in the early stage of their careers. For
men, this involved gaining early understanding of the prevalent success model within their
organization and following the same. Two approaches were there: (1) hard work, and (2) fitting
the mould (Singh, Kumara and Vinicombe, 2002).
3. Conceptual Framework
According to the impression management theory, in the process of impression management there
are always two parties; one is the actor and other is the perceiver. The actor performs all the
tactics to attain the attention of the perceiver. Now this impression management can be used for
both negative and positive consequences.
Impression management theory suggests that a person's behaviour is a function of the behaviour
and values of an audience. An individual in an aggressive encounter has two relevant (external)
audiences: the antagonist(s) and third- party onlookers. The audience may alter- cast ego into a
situational identity or, by enlightening its values, may indicate how a favourable situational
identity might be attained (Felson, 1978). Felson further explained; according to impression
management theory, public behaviour and information exposed to audiences tend to reflect more
favourably on self as compared to private behaviour and concealed information.
According to Bolino (1999), Impression Management theorists have identified many strategies
that can be employed in an organization setting. Jones and Pitman (1982) indicated that these
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