Is the Troublemaker Also a Trouble Seeker?An Examiniation of the Link Between Poor Impression Management of Employees in Order to Get Fured and Dismissal in Practice?
Employees in organizations nowadays tend to assimilate a wide scale of behaviors in order to achieve various targets such as promotion, salary raise or even social acceptance. Though most of these impression management behaviors seem to be located on the more positive side of the scale, quite surpri...
Saved in:
| Main Authors: | , |
|---|---|
| Format: | Dissertation |
| Language: | English |
| Published: |
ProQuest Dissertations & Theses
01-01-2012
|
| Subjects: | |
| Online Access: | Get full text |
| Tags: |
Add Tag
No Tags, Be the first to tag this record!
|
| Summary: | Employees in organizations nowadays tend to assimilate a wide scale of behaviors in order to achieve various targets such as promotion, salary raise or even social acceptance. Though most of these impression management behaviors seem to be located on the more positive side of the scale, quite surprisingly there are quite a few negative acts that also serve employees to have it their way.Poor impression management in the organization is a hazy and unclear field of research which has barely been explored (Becker & Martin, 1995). That is opposed to organizational positive impression management which has received a larger focus in the research literature (Bolino, 1999; Giacalone & Rosenfeld, 1991; Grant & Mayer, 2009; Haber, 2010; Safay, 2009; Silvester, Anderson-Gough, Anderson & Mohamed, 2002; Wayne & Kacmar, 1991; Wayne & Liden, 1995). These behaviors are chosen consciously by the individual in order to serve a certain cause and they might have critical effects on various interfaces and on organizational climate. Therefore, this phenomenon is important to understand, both theoretically and practically. This paper focuses on employees who manage poor impressions in order to get themselves fired and combines two inner studies in order to achieve a comprehensive understanding of the phenomenon of poor impression management in organizations. The combination of two complementary studies enable a closer and deeper observation at these complex and sensitive "negative" behaviors that have a specific reason and betterment. This observation is achieved by obtaining various points of view to this phenomenon – the poor impression managers', their managers, their colleagues and also other employees in the organization.The paper extends Becker and Martin's (1995) primary study in this field and focuses on a few subfields: (1) the existence of the phenomenon in the organizational everyday life (2) the link between the employee's acts in order to get fired and their dismissal de facto (3) the links between other aspects such as the negativity of the behavior, internal and external attributions to dismissal in practice; and (4) the possible consequences or outcomes of the employee's negative acts. The first study is a qualitative research which focuses on content analysis and phenomenon analysis of behaviors of organizational poor impression management. More specifically, the study examines unusual cases of employees' poor impression management and the perception of these cases by other employees in the organization. The study's sample is consisted of 22 participants who are employed or were employed in organizations. The participants were either poor impression managers themselves or employees who witnessed poor impression management acts by fellow employees. In both cases, the goal of the behavior was the poor impression manager trying to get themselves fired. The participants were asked to fill an open ended questionnaire regarding poor impression management behaviors intended to cause dismissal.The first study enables an examination from two angles – the poor impression manager and other employees who witnessed the negative behavior. |
|---|---|
| ISBN: | 9798471197626 |