{"id":{"repo_id":"uiuc","oai_identifier":"oai:www.ideals.illinois.edu:2142/21401"},"canonical_url":"https://search.dev.ndltd.org/etd/uiuc/oai:www.ideals.illinois.edu:2142/21401","repository":{"repo_id":"uiuc","name":"University of Illinois - Urbana-Champaign","base_url":"https://www.ideals.illinois.edu/oai-pmh"},"display":{"title":"Antecedents of impression management among managers in public leisure service organizations and the effects of impression management on performance appraisal","abstract":"Until recently, research in the area of supervisors' response to their subordinates has focused on the rational, cognitive components and has neglected the influence of supervisors' liking (positive affect) for the employee. Liking may be manipulated by the employee via impression management. This study attempts to identify potential antecedents and consequences of organizational politics. A model involving (a) characteristics of public park and recreation superintendents, (b) the superintendents' propensity to manage the impression their directors form of them, (c) the effects of impression management on how well the director likes the superintendent, and (d) the effect of impression management on performance appraisal ratings is subjected to path analysis. Results of the path analyses indicate that those superintendents who scored high in the goal relevance construct tended to engage in supervisor-focused impression management and in job-focused impression management. Further, both types of impression management tactics resulted in the directors' liking the superintendents. Finally, liking predicted performance appraisal ratings only for those who utilized supervisor-focused impression management tactics. Engagement in job-focused impression management was not related to performance appraisal ratings. The findings suggest that park or recreation superintendents tend to receive higher performance appraisal ratings when they engage in supervisor-focused impression management, but not when they engage in job-focused impression management. Management and research implications of the effects of impression management on performance appraisal ratings are discussed.","abstract_html":"Until recently, research in the area of supervisors' response to their subordinates has focused on the rational, cognitive components and has neglected the influence of supervisors' liking (positive affect) for the employee. Liking may be manipulated by the employee via impression management. This study attempts to identify potential antecedents and consequences of organizational politics. A model involving (a) characteristics of public park and recreation superintendents, (b) the superintendents' propensity to manage the impression their directors form of them, (c) the effects of impression management on how well the director likes the superintendent, and (d) the effect of impression management on performance appraisal ratings is subjected to path analysis. Results of the path analyses indicate that those superintendents who scored high in the goal relevance construct tended to engage in supervisor-focused impression management and in job-focused impression management. Further, both types of impression management tactics resulted in the directors' liking the superintendents. Finally, liking predicted performance appraisal ratings only for those who utilized supervisor-focused impression management tactics. Engagement in job-focused impression management was not related to performance appraisal ratings. The findings suggest that park or recreation superintendents tend to receive higher performance appraisal ratings when they engage in supervisor-focused impression management, but not when they engage in job-focused impression management. Management and research implications of the effects of impression management on performance appraisal ratings are discussed.","abstract_has_math":false,"creators":["Valerius, Laura"],"institution":"University of Illinois at Urbana-Champaign","degree_name":"Ph.D.","degree_level":"Dissertation","degree_discipline":"Recreation, Sport and Tourism","degree_department":null,"school":null,"contributors":["McKinney, William R."],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2011,"date_issued":"2011-05-07T13:07:37Z","date_published":"2011-05-07T13:07:37Z","updated_at":"2026-07-22T22:25:17Z","subjects":["Business Administration, Management","Political Science, Public Administration","Recreation"],"languages":["eng"],"rights":["Copyright 1990 Valerius, Laura"],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier","label":"Identifier","values":["AAI9114447","(UMI)AAI9114447"],"render_values":[{"text":"AAI9114447","href":null,"code":true},{"text":"(UMI)AAI9114447","href":null,"code":true}]}]},"links":{"outbound_url":"http://hdl.handle.net/2142/21401","outbound_label":"Handle","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["McKinney, William R."]},{"key":"dc:creator","label":"Author","values":["Valerius, Laura"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2011-05-07T13:07:37Z","10000-01-01","1990"]},{"key":"dc:type","label":"Dc Type","values":["text"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Recreation, Sport and Tourism"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Dissertation"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Ph.D."]},{"key":"thesis:institution_name","label":"Thesis Institution Name","values":["University of Illinois at Urbana-Champaign"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Business Administration, Management","Political Science, Public Administration","Recreation"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["eng"]},{"key":"dc:rights","label":"Dc Rights","values":["Copyright 1990 Valerius, Laura"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["AAI9114447","(UMI)AAI9114447","http://hdl.handle.net/2142/21401"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["Until recently, research in the area of supervisors' response to their subordinates has focused on the rational, cognitive components and has neglected the influence of supervisors' liking (positive affect) for the employee. Liking may be manipulated by the employee via impression management. This study attempts to identify potential antecedents and consequences of organizational politics. A model involving (a) characteristics of public park and recreation superintendents, (b) the superintendents' propensity to manage the impression their directors form of them, (c) the effects of impression management on how well the director likes the superintendent, and (d) the effect of impression management on performance appraisal ratings is subjected to path analysis. Results of the path analyses indicate that those superintendents who scored high in the goal relevance construct tended to engage in supervisor-focused impression management and in job-focused impression management. Further, both types of impression management tactics resulted in the directors' liking the superintendents. Finally, liking predicted performance appraisal ratings only for those who utilized supervisor-focused impression management tactics. Engagement in job-focused impression management was not related to performance appraisal ratings. The findings suggest that park or recreation superintendents tend to receive higher performance appraisal ratings when they engage in supervisor-focused impression management, but not when they engage in job-focused impression management. Management and research implications of the effects of impression management on performance appraisal ratings are discussed.","Made available in DSpace on 2011-05-07T13:07:37Z (GMT). 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Liking may be manipulated by the employee via impression management. This study attempts to identify potential antecedents and consequences of organizational politics. A model involving (a) characteristics of public park and recreation superintendents, (b) the superintendents' propensity to manage the impression their directors form of them, (c) the effects of impression management on how well the director likes the superintendent, and (d) the effect of impression management on performance appraisal ratings is subjected to path analysis. Results of the path analyses indicate that those superintendents who scored high in the goal relevance construct tended to engage in supervisor-focused impression management and in job-focused impression management. Further, both types of impression management tactics resulted in the directors' liking the superintendents. Finally, liking predicted performance appraisal ratings only for those who utilized supervisor-focused impression management tactics. Engagement in job-focused impression management was not related to performance appraisal ratings. The findings suggest that park or recreation superintendents tend to receive higher performance appraisal ratings when they engage in supervisor-focused impression management, but not when they engage in job-focused impression management. Management and research implications of the effects of impression management on performance appraisal ratings are discussed.","Made available in DSpace on 2011-05-07T13:07:37Z (GMT). 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