THE VICIOUS AND VIRTUOUS CYCLES OF INFLUENCE TACTIC USE AND PERFORMANCE EVALUATION OUTCOMES

Abstract

Interest in the nature of influence attempts in the performance evaluation process has increased in recent years. Researchers have conducted a number of important and revealing cross‐sectional investigations, but there remains virtually no longitudinal work in this area. The present study attempted to address this need by conducting a multi‐period investigation of influence tactics use and affect that addressed three questions: (1) Are individuals consistent in their use of influence tactics across evaluation periods? (2) Are prior‐period performance ratings reflected in subsequent influence tactic use? (3) What role does affect, both supervisor and subordinate, play in this process? A latent variable structural model was tested using longitudinal data from managers and employees of food services units. Our results indicated that there is a cycle of continued influence tactic use across time periods, performance ratings help to determine subsequent tactic use, and both supervisor and subordinate affect play a role in the influence‐evaluation process. Implications of these results and directions for future research are discussed.

Citation

Dulebohn, J.H., Murray, B. and Ferris, G.R. (2004), "THE VICIOUS AND VIRTUOUS CYCLES OF INFLUENCE TACTIC USE AND PERFORMANCE EVALUATION OUTCOMES", Organizational Analysis, Vol. 12 No. 1, pp. 53-74. https://doi.org/10.1108/eb028986