Reducing job insecurity and increasing performance ratings: Does impression management matter?

Guohua Emily HUANG, Helen Hailin Zhao*, Xiong Ying Niu, Susan J. Ashford, Cynthia Lee

*Corresponding author for this work

    Research output: Contribution to journalJournal articlepeer-review

    96 Citations (Scopus)
    72 Downloads (Pure)

    Abstract

    Prior research on job insecurity has demonstrated its detrimental effects on both employees and the organization, yet no research has detailed how people actively deal with it. Drawing from proactivity research, this article argues that job insecurity prompts a proactive use of impression management tactics in the workplace. The effectiveness of these tactics depends on the level of supervisory liking for the employee and the attributions supervisors make regarding the employee's motives for the impression management behaviors (i.e., for the good of the organization or for self-interest). A 3-wave survey study of 271 Chinese employees and their supervisors showed that employees experiencing job insecurity in Time 1 reported using a variety of tactics to impress their supervisors at Time 2 and that these tactics curbed the affect associated with job insecurity and enhanced supervisor rated performance, through supervisor's liking and attributed motives. The relationship between impression management and increased supervisor-rated performance was moderated by supervisor attributions; the relationship between impression management and reduced affective job insecurity depended on supervisor liking.

    Original languageEnglish
    Pages (from-to)852-862
    Number of pages11
    JournalJournal of Applied Psychology
    Volume98
    Issue number5
    DOIs
    Publication statusPublished - Sept 2013

    Scopus Subject Areas

    • Applied Psychology

    User-Defined Keywords

    • Impression management
    • Job insecurity
    • Proactivity
    • Supervisor liking
    • Supervisor-attributed motive

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