This study investigated the main effects of a subordinate’s (ratee) political skill dimensions (social astuteness, apparent sincerity, interpersonal influence, and networking ability) on supervisor (rater) performance rating and further analyzed the interactive effects of social similarity in the subordinate–supervisor dyad on the relationship between political skill dimension and performance rating. To test these relationships, hierarchical linear modeling (HLM) was used on a matched sample of 337 subordinate–supervisor dyads who worked in South Korea’s central government. Findings showed that subordinates with higher social astuteness, interpersonal influence, and networking abilities (but not apparent sincerity) will likely achieve more positive supervisor ratings. More importantly, the relationship between these political skill dimensions and performance ratings is stronger when there is greater social similarity between a subordinate (ratee) and his or her supervisor (rater). The findings’ practical and academic implications and future research directions are discussed.

This study examines turnover intention through a social embeddedness perspective proposing that turnover intention may be a function of the degree to which an organization's members are attached to one another in terms of relational ties and emotional bonds. Drawing on network theory and social identity theory, it was hypothesized that peripheral positions in informal networks (solidarity ties and instrumental ties) and marginal identity in the workplace may influence higher turnover intention. Sequential mixed methods design was utilized to explore the context-specific bases upon which informal networks and social identities can form and to test the generality of the link between the explored bases and turnover intention against larger samples using Ordered Logistic Model. The results showed that (a) peripherally positioned individuals in informal networks will likely have high turnover intention and (b) individuals with marginal identity in the workplace will likely have high turnover intention. The study results suggest that the social factors accrued from informal networks and social identities deserve enhanced attention in both theorization and personnel management.

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