6533b857fe1ef96bd12b3b8f
RESEARCH PRODUCT
Political Skills in Organizations: Do Personality and Reputation Play a Role?
Domingo Ribeiro-sorianosubject
MarketingOrganizational citizenship behaviorbusiness.industryStrategy and Managementmedia_common.quotation_subjectManagement stylesPublic relationsOrganizational behaviorJob performanceJob satisfactionBusiness and International ManagementbusinessPsychologyGoal settingSocial psychologyReputationmedia_commonSocial behaviordescription
between altruistic behavior (goodwill toward co workers) and compliance behavior (attitude to ward the firm and its regulations, mission, etc.). It turned out that job satisfaction was related to formal performance and compliance behavior, but not to altruistic behavior. Job commitment was also related to formal performance. Finally, goal setting was related to formal performance and altruistic behavior but was not connected to com pliance behavior. In the second stage of the study, supervisors who had participated in earlier evaluations reas sessed employees' performance and feedback. The feedback included information about formal goal attainment as well as informal behaviors such as supporting others and going beyond what was formally required. Several key results emerged. First, job feedback had a relationship with formal performance, altruistic behavior, and compliance behavior. Interestingly, no relationship was found between goal setting and either type of citizenship behavior in the second stage of the study. Vigoda-Gadot and Angert's research has inter esting implications for managers. They argue that we need to be aware that goal setting can help us understand employee citizenship behaviors. In particular, when employees are provided with per formance feedback by their managers, they may put more effort into increasing their formal per formance and engage in positive social behaviors in the workplace. Clearer goals and more chal lenging tasks at work enhance formal performance and increase organizational productivity and ef fectiveness at various levels. This contradicts ear lier concerns that increasing citizenship behaviors hurts formal performance. Finally, managers should consider that feedback can have a positive impact on both formal performance and informal work behaviors. These findings have several limitations, princi pally the size of the sample and its homogeneous nature. For instance, how generalizable are these findings given that the study examined students working in temporary jobs? Future researchers should consider this and the potential impact of the type of organization involved (e.g., private versus nonprofit), the nature of tasks or working environments, and personality factors Indeed,
year | journal | country | edition | language |
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2008-02-01 | Academy of Management Perspectives |