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THE ROLE OF UPWARD INFLUENCE TACTICS IN HUMAN RESOURCE DECISIONS
SANDY J. WAYNE,
ROBERT C. LIDEN, ISABEL K. GRAF, GERALD R. FERRIS,
Corresponding Author
SANDY J. WAYNE
University of Illinois at Chicago
and requests for reprints should be addressed to Sandy J. Wayne, Department of Managerial Studies (M/C 243), College of Business Administration, 601 South Morgan Street, Chicago, IL 60607-7123, e-mail: [email protected]Search for more papers by this authorSANDY J. WAYNE,
ROBERT C. LIDEN, ISABEL K. GRAF, GERALD R. FERRIS,
Corresponding Author
SANDY J. WAYNE
University of Illinois at Chicago
and requests for reprints should be addressed to Sandy J. Wayne, Department of Managerial Studies (M/C 243), College of Business Administration, 601 South Morgan Street, Chicago, IL 60607-7123, e-mail: [email protected]Search for more papers by this authorThis research was supported by a grant from the Center for Human Resource Management at the University of Illinois.
Abstract
A model was examined which proposes that employee influence tactics impact human resource decisions by affecting managers' perceptions of the subordinate's interpersonal skills, manager liking of subordinates, and managers' perceptions of similarity to subordinates. The human resource decisions investigated were performance ratings, promotability assessments, and salary. Data were collected from 247 subordinates and their managers and from company records. Structural equation modeling results indicated that influence tactics were related to managers' perceptions of subordinates' interpersonal skills, liking, and perceptions of similarity to subordinates. Specifically, subordinates' use of reasoning, assertiveness, and favor rendering were positively related to managers' perceptions whereas bargaining and self-promotion were negatively related to these perceptions. Finally, there was no support for direct relationships between influence tactics and HR decisions.
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