How high and low performing employees seek to influence

Date
2011-08
Authors
Geertsjios, S
Cooper-Thomas, H
Morrison, R
Supervisor
Item type
Conference Contribution
Degree name
Journal Title
Journal ISSN
Volume Title
Publisher
AUT University
Abstract

High and low performing members of staff appear to use tactics differently. This paper presents the results of a survey of over 200 subordinates working in a range of roles in a variety of organisations. Respondents were asked to rate their own performance using a differentiated measure of performance that assessed task proficiency, proactivity and adaptivity and asked to assess the frequency with which they used rational argument, ingratiation and assertive tactics in an effort to influence. At a simplistic level it might be expected that as tactics, which are supposed to be used proactively to bring about change, should be associated more strongly with proactive performance levels than with either proficiency or adaptivity. This expectation was borne out for rational tactic use but not for ingratiation or assertiveness. The results are interpreted as reflecting that different tactics serve different purposes in subordinates’ efforts to influence their superiors.

Description
Keywords
Source
Presentation at the New Zealand Psychological Society annual conference, Queenstown, New Zealand, pp. 56
DOI
Rights statement
NOTICE: this is the author’s version of a work that was accepted for publication. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in (see Citation). The original publication is available at (see Publisher's Version)