Mahindra Tractor Case Study

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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



References: 1] Alexander P. J. Ellis, Bradley J. West, and Richard P. DeShon " The Use of Impression Management (IM) Tactics in Structured Interviews: A Function of Question Type?", Journal of Applied Psychology 2002, Vol. 87, No. 6, 1200-1208. 2] Amos, D and Nurit, Z. "Impression Management (IM) behavior: effects of the organizational system", Journal of Managerial Psychology Vol. 22 No 3, 2007 pp 290-308 3] Belen, B 4] Brennan Daniel Cox " Differential Functioning by High and Low Impression Management (IM) Groups on a Big Five Applicant Screening Tool", 2010, Auburn University, Alabama. 9] Joanne Silvester, Fiona M. Anderson-Gough, Neil R. Anderson and Afandi R. Mohamed, " Locus of control, attributions and Impression Management (IM) in the selection interview", Journal of Occupational and Organizational Psychology, 2002, 75, 59-76. 10] JoAnne, Yong-Kwan, L., Laku, C. and Traci, C. " Impression Management (IM) and Leadership Emergence in Virtual Settings: The Role of Gender and Media", 2008, The University of Oklahoma, USA. 11] Joyce, H., Paul, B. and Robert, H. " Personality Measurement, Faking, and Employment Selection", Journal of Applied Psychology 2007, Vol. 92, No, 5, 1270-1285. 13] Nathan, C. Hall, Shannan, E. Jackson, Thomas, G., and Lauren E. Musu-Gillette, "Attribution Retraining, Self-esteem, and the Job Interview: Benefits and Risks for College Student Employment", 2010, Heldref Publications.

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