An examination of the usage and impact of upward influence tactics by workers in the hospitality sector of Taiwan: Expanding the framework of rao, schmidt, and murray (1995)

Abstract

This study adds the political tendencies of subordinates and their organizational socialization as antecedents to the Rao, Schmidt, and Murray (1995)

How does the interview change the importance of résumé information in acceptance decisions? An experimental study in the hotel industry

“…In contrast, we confirmed that the effect of applicants' CAs on their chance of being accepted was stronger when they used excuse tactics rather than justification tactics to mitigate the negative concerns of recruiters' which surface during interviews, suggesting that applicants' use of excuse tactics, in contrast to justification tactics, appears to better defend not only their integrity-related issues (Tsai et al 2010) but also their competence-related issues. Overall, our study has refined the prior research that examined the direct effects of interviewees' IM tactics on the confirmation of résumé-based inferences and on the mitigation of negative concerns in a moderating model and has highlighted the contexts, such as entry-level employment in the hospitality industry, in which IM tactics are considered to be more job-related skills than interviewee strategies (Grove et al 2004;Kusluvan et al 2010;Posthuma et al 2002;Su 2010;Su et al 2014;Tsai et al 2005).…”

“…Petty and Cacioppo 1984), there are two contrasting means of influence or persuasion: (a) the use of cognitively based issue-relevant thinking-that is, central routes; and (b) reliance on relatively little issue-relevant thinking-that is, peripheral routes. The implication of our study for employment practices in the hospitality industry is that recruiters who follow central routes and therefore engage in more elaboration of the message arguments conveyed by the IM efforts of applicants during interviews will less likely be influenced by information that is unrelated to the job requirements (e.g., gender and physical attractiveness) (Forret and Turban 1996;Su 2010). To encourage recruiters to follow central routes during interviews, they should firstly be provided with a sufficient amount of job-related information on résumés from which to make valid preinterview judgments as a baseline for assessing interview performance.…”

“…Rasmussen (1984) found that the widely varied information gained from applicants' verbal behavior and résumés decreases the effects of applicants' nonverbal behavior with the interviewer on their chance of acceptance, and, thus, we encourage future researchers to examine how interviewee's nonverbal IM interacts with inferences about abilities in the making of acceptance decisions in the hotel and hospitality sector. Finally, national cultures are considered to explain the variation in interpersonal influence dynamics (Su 2010;Su and Kwong 2011). More cross-cultural research is encouraged to explore the roles that cultural values play in interviewee's IM.…”

Tour Leaders' Impression Management and Job Performance: Exploring the Moderating Role of Tourists' Self-Monitoring

“…This approach includes assessing the behavioral strategies that TLs use to influence tourists' perceptions and their subsequent PR behavior (Rao et al, 1995). We argue that TLs follow an IM approach to create favorable images of themselves that can help to improve the job PRs they receive from tourists (Grove et al, 2004;Harris et al, 2007;Su, 2010;Wayne & Ferris, 1990;Wayne et al, 1997).…”

“…Such tactics, which are generally referred to as impression management (IM), have stimulated research interest in academic articles (Gardner & Martinko, 1988;Jones & Pittman, 1982;Leary & Kowalski, 1990;Schlenker, 1980;Stevens & Kristof, 1995;Wayne & Ferris, 1990). IM theory and research suggests that in consumption settings such as GPTs where there is frequent service contact over a long period, the efforts of a TL to improve the TL-tourist relationship can facilitate the generation of favorable selfimages among the tourists while avoiding the generation of unfavorable self-images and, in turn, positively affect tourists' ratings of the TL's job performance (Harris, Kacmar, Zivnuska, & Shaw, 2007;Rao, Schmidt, & Murray, 1995;Su, 2010;Wayne & Ferris, 1990;Wayne, Liden, Graf, & Ferris, 1997). The relationship between the use of IM tactics by TLs and customer ratings of TLs' job performance is worth exploring further (cf.…”