Upward influence tactics and their effects on job performance ratings and flexible working arrangements: The mediating roles of mutual recognition respect and mutual appraisal respect

Journal Article
T., Clarke, N., Alshenaifi, N. & Garavan, . 2019
نوع عمل المنشور: 
مقال
المجلة \ الصحيفة: 
Human Resource Management
رقم العدد: 
4
رقم الإصدار السنوي: 
58
الصفحات: 
397-416
مستخلص المنشور: 

Supervisor’s human resources (HR) decisions have a significant impact on theemployees they manage but have been found to be subject to bias. The upward influ-ence tactics use by subordinates can play a role in this. We investigated the effectsof seven upward influence tactics on supervisor job-performance ratings and theextent of subordinate flexible working arrangements (FWAs). Supervisors are oftenresponsible for determining whether employees are granted FWAs. We posit analternative theoretical mechanism by which upward influence tactics bring abouttheir effects, mediated through two distinct types of respect, mutual appraisalrespect and mutual recognition respect. We collected data from 389 matchedsupervisor–subordinate dyads, and found that both mutual appraisal respect andmutual recognition respect mediated relationships between several upward influencetactics and both job-performance ratings and FWAs. Our findings show that upwardinfluence tactics affect the quality of the relationship between employees and theirsupervisors, specifically, these two forms of mutual respect. Further, both mutualappraisal respect and mutual recognition respect may explain why supervisors showfavoritism to some subordinates over others, in reaching HR decisions in these areas