Trying to look bad at work: methods and motives for managing poor impressions in organizations
Article Abstract:
Intentionally looking bad at work is a type of impression management in which employees purposefully attempt to convery unfavorable impressions. Drawing on the employment experiences of 162 individuals, we documented five forms of such behavior: decreasing performance, not working to potential, withdrawal, displaying a bad attitude, and broadcasting limitations. Motives for managing poor impressions were also documented. The management of poor impressions was discriminable from the management of favorable impressions and self-handicapping. We provide a preliminary framework for undertstanding the management of poor impressions. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1995
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Foci and bases of commitment: are they distinctions worth making?
Article Abstract:
This study examined the contribution of two concepts to the conventional view of commitment: foci of commitment, the individuals and groups to whom an employee is attached, and bases of commitment, the motives engendering attachment. Commitment to top management, supervisor, and work group were important determinants of job satisfaction, intent to quit, and prosocial organizational behaviors over and above commitment to an organization. Compliance, identification, and internalization as bases of commitment were unique determinants above and beyond commitment to the foci. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1992
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Foci and bases of employee commitment: implications for job performance
Article Abstract:
Previous research has found that employee commitment and job performance are largely unrelated. However, prior work has not distinguished among individual foci (targets) and bases (motives) of commitment. We found, as expected, that commitment to supervisors was positively related to performance and was more strongly associated with performance than was commitment to organizations. Further, internalization of supervisors' and organizations' values was associated with performance but identification with these foci was not. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1996
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