How a powerful audience and audience feedback moderate the relationship between performance-approach orientation and exaggerated self-promotion

Eric Molleman*

*Corresponding author for this work

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Abstract

The drive for employees to perform well may tempt them to practice exaggerated self-promotion tactics. The supposition is that those with a strong performance-approach orientation are especially inclined to do this, but that contextual variables are relevant. In this study, I examined the influence of the combination of two contextual variables (perceived audience power and feedback) on the relationship between performance-approach orientation and exaggerated self-promotion. A sample of 277 employees from two companies participated in the study. I found that the presence of a powerful audience weakened the positive relationship between performance-approach orientation and exaggerated self-promotion if the feedback from that audience was highly salient, and that a powerful audience strengthened this relationship if the salience of this feedback was low.

Original languageEnglish
Pages (from-to)2273-2292
Number of pages20
JournalInternational Journal of Human Resource Management
Volume30
Issue number15
DOIs
Publication statusPublished - 22-Aug-2019

Keywords

  • Exaggerated self-promotion
  • performance-approach orientation
  • perceived audience power
  • feedback
  • performance management
  • IMPRESSION-MANAGEMENT
  • GOAL ORIENTATION
  • INFLUENCE TACTICS
  • ORGANIZATIONAL RESEARCH
  • SEEKING
  • BEHAVIOR
  • RECOMMENDATIONS
  • PERCEPTIONS
  • APPRAISAL

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