The Effect of Sex and Impression Management on Future Salary Estimations

Giacalone, Robert A.; Rosenfeld, Paul

doi:10.1080/00221309.1989.9711125

Cited by 4 publications

(5 citation statements)

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“…To formulate our hypotheses we drew, among others, on the impression management literature (Giacalone and Rosenfeld, 1989). Impression management tactics that include expressing and amplifying positive emotions have been found to have the most consistent effects on long-term organizational outcomes (Higgins et al, 2003; Harris et al, 2007).…”

Section: Discussionmentioning

confidence: 99%

“…First, research on impression management explains how people convey a specific, most often a desirable, image of themselves upon others in order to influence outcomes at work (Giacalone and Rosenfeld, 1989; Schlenker and Weigold, 1992). Successful goal pursuit in organizations is influenced by how well people present themselves, interact with and work with others, particularly with their superior and colleagues (Baumeister, 1989).…”

Section: Introductionmentioning

confidence: 99%

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Expressing and Amplifying Positive Emotions Facilitate Goal Attainment in Workplace Interactions

Wong¹,

Tschan²,

Messerli³

et al. 2013

Front. Psychol.

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Expressing emotions has social functions; it provides information, affects social interactions, and shapes relationships with others. Expressing positive emotions could be a strategic tool for improving goal attainment during social interactions at work. Such effects have been found in research on social contagion, impression management, and emotion work. However, expressing emotions one does not feel entails the risk of being perceived as inauthentic. This risk may well be worth taking when the emotions felt are negative, as expressing negative emotions usually has negative effects. When experiencing positive emotions, however, expressing them authentically promises benefits, and the advantage of amplifying them is not so obvious. We postulated that expressing, and amplifying, positive emotions would foster goal attainment in social interactions at work, particularly when dealing with superiors. Analyses are based on 494 interactions involving the pursuit of a goal by 113 employes. Multilevel analyses, including polynomial analyses, show that authentic display of positive emotions supported goal attainment throughout. However, amplifying felt positive emotions promoted goal attainment only in interactions with superiors, but not with colleagues. Results are discussed with regard to the importance of hierarchy for detecting, and interpreting, signs of strategic display of positive emotions.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Expressing and Amplifying Positive Emotions Facilitate Goal Attainment in Workplace Interactions

Wong¹,

Tschan²,

Messerli³

et al. 2013

Front. Psychol.

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“…Women are treated as having lower status than men verbally as well as nonverbally (Giacalone & Rosenfeld, 1989). In countries having high power distance such as India, these status differences are more strongly reflected in everyday activities (Khatri, 2009).…”

Section: Conceptual Framework and Propositionsmentioning

confidence: 99%

“…More impression management behaviours would be displayed when the actor is in a weaker position relative to the target audience (Larwood, 1991). Giacalone and Rosenfeld (1989) found that people engage in more impression management behaviours for a high status audience as compared to a low status audience. Women are perceived to be in a weaker position than men in organizations (Giacalone & Rosenfeld, 1989).…”

Section: Conceptual Framework and Propositionsmentioning

confidence: 99%

“…Giacalone and Rosenfeld (1989) found that people engage in more impression management behaviours for a high status audience as compared to a low status audience. Women are perceived to be in a weaker position than men in organizations (Giacalone & Rosenfeld, 1989). Therefore, Indian women would be expected to use more impression management strategies as compared to men.…”

Section: Conceptual Framework and Propositionsmentioning

confidence: 99%

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A Conceptual Framework for Understanding the Impression Management Strategies Used by Women in Indian Organizations

Sanaria

2016

South Asian Journal of Human Resources Management

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This article attempts to understand the impression management strategies used by women in Indian organizations. The extant research on gender differences in impression management, primarily conducted in Western cultures, has been inconclusive. This may be a result of attempting to generalize across cultures and/or the lack of research on moderating variables in the choice of impression management strategies by women. India provides an interesting context with high power distance culture, low social status of women as well as an emerging women’s movement. These factors set the context for the choice of impression management strategies by women in Indian organizations. This article proposes relevant moderators that could contribute towards a better understanding of the impression management strategies of women in Indian organizations. The nature of the job role and the attitude towards gender stereotypes provide a conceptual framework to understand the impression management strategies of women in Indian organizations. The proposed framework is explained and relevant propositions are suggested. The opportunities for future research are also indicated.

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Using Impression Management in Women's Job Search Processes

Kacmar

Carlson

1994

American Behavioral Scientist

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The Effect of Sex and Impression Management on Future Salary Estimations

Cited by 4 publications

References 1 publication

Expressing and Amplifying Positive Emotions Facilitate Goal Attainment in Workplace Interactions

Expressing and Amplifying Positive Emotions Facilitate Goal Attainment in Workplace Interactions

A Conceptual Framework for Understanding the Impression Management Strategies Used by Women in Indian Organizations

Using Impression Management in Women's Job Search Processes

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