Trying to Look Bad at Work: Methods and Motives for Managing Poor Impressions in Organizations

To Help or Not to Help? The Good Samaritan Effect and the Love of Money on Helping Behavior

“…People may use the opportunity to externalize (or excuse) failure (Dolinski et al, 1990), to make a favorable impression on others, and provide themselves with the breathing room in order to buffer intrinsic motivation from the threat of failure (Arndt et al, 2002;Deppe and Harackiewicz, 1996). Playing dumb (Becker and Martin, 1995) enables one to avoid onerous tasks and to control others' perceptions.…”

Achieving desired images while avoiding undesired images: Exploring the role of self-monitoring in impression management.

“…In one study, however, Gilbert and Jones (1986) found that exemplification can backfire and result in exemplifiers being seen as hypocritical (rather than virtuous or dedicated) by those they are trying to impress. Research on supplication has sought to understand when and why individuals in organizations might seek to "play dumb" or appear needy (Becker & Martin, 1995). Other studies of supplication have found that using such tactics often has negative repercussions (e.g., decreased self-esteem) for the individuals employing them (Gove, Hughes, & Geerkin, 1980).…”

Do you really need help? A study of employee supplication and job performance in China

“…For example, Kowalski and Leary (1980) found that individuals depreciated themselves or presented themselves less positively in order to avoid unwanted tasks. Furthermore, it is not uncommon for individuals to attempt to look bad in the first place so that they will look good in the future when exceeding the managed expectation (Becker & Martin, 1995). Jones and Pittman (1982) referred to this phenomenon as supplication whereby individuals broadcast their weaknesses or limitations so as to solicit help from the target person and set up subsequent improvement.…”

“…By emphasizing his/her incompetence and dependence on others, the supplicant takes advantage of the social rule known as the "social responsibility norm" in which one is obligated to help others in need (Berkowitz & Daniels, 1963). Other concepts such as "deceiving down," "faking bad," "playing dumb," etc., have been used by social psychologists to describe similar behaviors (Becker & Martin, 1995). Regardless of the terms used, there has been a paucity of empirical work on supplication's effects in organizations.…”