Importantly, these are appraiser-centric or appraiser-driven variables, thus implying appraiser's criticality in influencing perceptions. Multivariate and structural equation modeling (SEM) analyses revealed that overall APAP had significant negative correlation with downward communication, and appraiser–appraisee relations. The data were collected using survey questionnaire method from six organizations. These hypotheses were tested in the Indian family-owned organizations. relation with appraiser) that enhance appraisee's perceived control, understanding, and prediction of appraisal decision and process. Drawing from the organizational justice theories, it is proposed that APAP can be mitigated by those appraisal-related structural (e.g. Such actions are detrimental for good performers and performance culture. pay and promotion decisions that can be discriminatory when performance is ignored. Third dimension relates to the outcome of appraisal, i.e. Second dimension constitutes fellow appraisees' upward influence behaviors to get higher ratings and rewards. First is appraiser's manipulation of ratings to achieve their self-serving ends such as own reputation, maintaining good relationships, building in-groups, and handling dependency threats from appraisees. Originality/value – The paper demonstrates the importance of the specific characteristics of an organizational system in shaping employees’ impression management behavior.Īppraisee's perception of appraisal politics (APAP) is conceptualized to be formed by three perceptual dimensions. Research limitations/implications – The mechanistic system was represented by a military organization and there is disproportionate representation of males in the survey sample. Their predominant strategy is “Initiation.” These results are discussed in light of the differences in the norms and structural characteristics of the two organizational systems. On the other hand, employees in the organic system sample use impression management to a lesser extent, and they direct it more equally toward superiors and peers. Findings – The results suggest that employees in mechanistic systems engage more in impression management behavior and direct their efforts more often toward their superiors than toward their peers, most frequently by using the strategy of “Ingratiation”. In addition, questionnaires pertaining to the use of impression management strategies toward superiors and peers were given to 208 employees from military and R&D organizations. Design/methodology/approach – Qualitative data were gathered from 23 employees by means of in-depth, semi-structured interviews. Purpose – The purpose of this paper is to compare patterns of impression management in two organizational systems, namely, organic and mechanistic.
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