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Impression Management (IM) functionality and effectiveness in acing job interviews: a qualitative review based on Gender Differences in Organizations

RASHAD YAZDANIFARD
Faculty of Information & Communication Technology,
Limkokwing University of Creative Technology, Cyberjaya, Malaysia. Rashad.y@limkokwing.edu.my

MARIYAYEE SUPPIAH
Faculty of Information & Communication Technology,
Limkokwing University of Creative Technology, Cyberjaya, Malaysia. mansi_uking@msn.com

Abstract-When a person intentionally changes or modifies his behavior to better suit himself in a particular situation; it is known as “Impression Management” – the process whereby people try to change or influence the image others have on them. In this literature, we learn to indentify if there is any substantial gender differences in the employment of impression management tactics in organizational contexts point of observation. The review will enable us to understand the position and impact faced by both female and male whenever they apply Impression Management in their day-to-day function in their organizations. Gender difference in an organization may or may not play an important role when Impression Management (IM) is applied. Based on a social roles theory perspective (eagly, 1987), we examined use of impression management tactics in organizational settings for gender differences in behavior. Based on a

social roles theory perspective (Eagly, 1987), we examined
use of impression management tactics in organizational
settings for gender differences in behavior. We expected
that men and women would generally report using
impression management tactics consistent with gender role
expectations and that this might not be advantageous to
women in the corporate world. Our review of the literature
supported our expectations. We conclude with implications
of these findings for an enriched understanding of organizational behavior.

Keywords - Job interviews, Impression Management (IM), Gender difference and male & female Impression Management difference.

I.INTRODUCTION

Impression Management (IM) based on Erving Goffman [6], the founder of the dramaturgical approach, "life is like a play, and we each perform for others": once a person shows business as an element, his or her determination unconditionally requests his or her spectators to believe seriously the intuitions and impression that is fostered before them.

Almost in every organization, both female and male workers portrait impression management in one way and another which may be an attempt to impress coworkers or their superiors at most occasions. Every male and female alters his or her behavior and personality during the presence of others in order to build an explicit impression on their coworkers and superior who can be higher level management. A male or female has to determine his or her special objective for beginning communication which will lead to interaction.

Almost every organization conducts at least one interview before making employment decisions. Impression Management (IM) from interviewees' point of view is a very crucial factor that might have an effect on interview ratings. Interviewers are well aware of interviewees who exploit Impression Management (IM). Interviewees try to create a constructive impression.[2] There are some typical examples of Impression Management (IM) during interviews, which includes verbal self-promotion; “I am a very hard-working employee”.[6] There are some examples of typical non-verbal behaviors like, looking smart by wearing professional attire and smiling gestures as well as welcoming body posture. Until now, usage of self-focused IM is the most effective method. Whenever an interviewee uses self-promoting statements, which illustrate the interviewee has desirable qualities for the position the interviewee attends interview for. [12] This is considered as a 'self-focused tactics' which will evoke attributions of...
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