The Impact of Impression Management on Performance Rating

LITERATURE REVIEW

Laura (2006) has stated, “Professional image is defined as the aggregate of key

constituents’ (i.e., clients, bosses, superiors, subordinates and colleagues) perceptions

of one’s competence and character”. This definition refers to an externally tilted,

public guise based upon reflected appraisals rather than one’s self-image or others’

“actual” perceptions (Ibarra, 1999; Mead, 1934; Tice & Wallace, 2003).

Impression management is a common phenomenon in the organizations

(Wayne & Liden, 1995), and employees may engage in such behaviors to develop a

favourable self-image (Bolino & Turnley, 1999). Individuals distinguish that by

improving their performance; they will be seen as efficient and dedicated employees

and will be considered as an asset to the organization so they will be in a position to

impress others, including their immediate supervisors. However, this possibility has

not yet been paid enough attention in the studies conducted on impression

management up to now.

However the use of impression management strategies is not as

straightforward as it appears. There are two faces of a picture to every impression

management strategy – a desirable and an undesirable image (Jones & Pittman, 1982).

Weinstein (1969), presented a theory of impression management that has been

referred by Felson B. Richard (1978). Impression management theory suggests that

most of human behaviors are adapted to attain a favorable reaction from their target. It

is a known fact that individual categorize or typify other in a situation and people

being categorized make attempts to make these categorization more favorable. From a

subordinate’s perspective, Chen & Fang (2007) suggested that in highly performanceorien...

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Impact of impression management on performance rating 45

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