Mahindra Tractor Case Study Essay Example

is like a play, and we each perform for others": when a person assumes a professional role, they inherently expect their audience to genuinely believe in the perceptions and impressions they create. In nearly every organization, both men and women employ impression management techniques to varying degrees in order to impress their colleagues or superiors on numerous occasions.

Both males and females adjust their behavior and personality when around others to create a specific impression on their colleagues and superiors, especially those in higher management positions. Each individual has to establish a clear objective for their communication in order to initiate interaction. Most organizations conduct interviews as part of their hiring process, and how interviewees manage their impression during these interviews can greatly impact their ratings. Interviewers are aware of interviewees who utilize Impression Management techniques.

Interviewees employ Impression Management (IM) techniques during interviews in order to create a positive impression. Examples of IM include verbal self-promotion, such as stating that one is a hard-working employee. Additionally, non-verbal behaviors like dressing professionally, smiling, and maintaining welcoming body posture are also common. So far, the most effective method of IM is self-focused, where interviewees highlight their desirable qualities for the position they are being interviewed for.

[12] The act of self-promotion is considered a tactic that can lead to positive assessments of competence. This tactic is appealing to interviewers as it provides a shortcut method for exchanging information and leads them to attribute the interviewee's behavior to internal causes. Similarly, defensive tactics such as excuses and apologies in impression management (IM) also have comparable effects. [5] These tactics acknowledge negative measures taken by the interviewee, shifting the focus

away from them or altering the perception of their actions. [2]

Impression Management (im): A Qualitative Analysis Review Based on Social Role Theory

The presence of others during an interview prompts individuals to modify their behavior and personality in order to create a specific impression on the interviewer.

Therefore, various interviewers may develop distinct perceptions of the interviewee. For instance, a hiring manager may anticipate a different way of presenting oneself compared to a human resource administrator who is interested in comprehending the interviewee's Impression Management (IM) from a behavioral standpoint. Consequently, it is necessary for the interviewee to determine their specific objective for the interaction during an interview session. The most prevalent type of Impression Management (IM) is verbal self-promotion, wherein the interviewee discusses their skills and abilities. These statements can be assertive (initiated by the interviewee) or defensive (in response to assumptions made by the interviewer).

Assertive self-promotion is the act of confidently stating one's skills, abilities, and positive qualities. Both assertive and defensive Impression Management (IM) tactics are part of IM, which refers to the principles of presenting oneself positively while avoiding negativity. However, assertive IM strategies are more frequently employed than defensive ones. A.

Impression Management (IM) Tactics refer to the conscious or unconscious effort to control how individuals are perceived in social interactions. IM is evident in various behaviors such as verbal statements, expressive behaviors, nonverbal behavior, and modification of physical appearance. During interview sessions, many interviewees have similar dress codes and limited opportunities for integrated behavior. As a result, they rely heavily on verbal and nonverbal behaviors to manage the impression they make.

Researchers primarily emphasized verbal instant messaging (IM)

behavior, which is categorized into two prevalent tactics: assertive IM tactics and defensive IM tactics. Assertive IM tactics are employed to present a desired image in a given situation. Interviewees use this approach to establish a specific identity while considering situational demands.

[1] Various forms of assertive Impression Management (IM) projection exist, such as interviewees adopting specific clothing or attempting to convey a virtuous statement in order to make an impression on the interviewer. [4] The assertive-strategic element is the most closely associated with nonverbal communication and is commonly utilized by interviewees to enhance their appeal, status, prestige, credibility, or trustworthiness in the eyes of the interviewer. Assertive IM tactics are consistently employed to establish a desired identity by endorsing positive impressions and utilizing self-promotion and ingratiation techniques.

[12] Self-promoting tactics are behaviors that aim to convey competence rather than attractiveness. Typically, candidates enhance perceptions of their competence by using specific self-promoting statements, showcasing achievements, and overcoming challenges. These actions are examples of self-promoting behaviors. [12] Through these precise self-promoting statements, candidates attempt to convince the interviewer of their positive traits and behaviors. [13] Self-promotion is particularly effective when responding to experience-based questions. [3] Ingratiation tactics refer to behaviors intended to gain interpersonal liking and attraction, which are more frequently employed by candidates when answering situational questions.

One form of ingratiating behavior is 'opinion conformity', where the interviewee expresses their opinions, values, and beliefs. Another form is 'enhancement', where the interviewee gives a favorable evaluation. Defensive Impression Management (IM) tactics, on the other hand, are used when the interviewee is associated with negative behaviors or characteristics that they do not want to be linked to [1].

In these situations, the interviewee will make an effort to deny this impression.

In order to justify any subpar performance in the interviewee's previous job, defensive techniques can be used to maintain a positive reputation. These tactics can also help strengthen and improve the interviewee's image. Apologies, justifications, and excuses are some examples of defensive tactics that researchers have identified. For instance, if the interviewee engages in any negative behavior, they might offer an excuse to claim they are not responsible for that action.

9] Justifications involve taking responsibility for a negative outcome, but suggesting that the outcome is not as bad as it seems. On the other hand, a request for forgiveness by the interviewee goes further in using defensive impression management tactics by admitting responsibility for unconstructive behavior and acknowledging that certain mistakes were unacceptable and should be penalized. [12] D. Effective Impression Management (IM) occurs when it is used and involved during an interview. Therefore, it is crucial to understand how different aspects of the interview process are related in order for Human Resource administrators to understand how Impression Management (IM) will impact employment interviews. [8] This understanding is important so that the HR interviewer can mitigate the negative effects of Impression Management (IM) usage.

[8] The interviewer assesses the interviewee's personality prior to the interview, but they can also observe changes in it during the interview by observing different traits. [13] For example, individuals who exhibit strong philanthropic tendencies generally display less self-centeredness and are more inclined to perform actions that aim to satisfy others rather than using them for personal gain or making excuses. Similarly, individuals with a high level of self-discipline tend

to thoroughly prepare for interviews and dedicate extra time and effort towards planning their responses for pertinent questions throughout the entire interview process. [11] E.

(IM) Tactics application in Structured Interviews

Researchers have suggested that interviews provide the ideal opportunity for both the interviewee and the interviewer to manage their impressions, as both parties seek to fulfill the requirements of the interview. Several experimental studies have supported this claim, consistently demonstrating the presence of Impression Management (IM) tactics in various employment interview scenarios [17]. Typically, IM tactics are employed in unstructured interviews, with limited research investigating their dynamics in structured interviews.

Structured interviews can help reduce interpersonal manipulation tactics through different mechanisms. Social Role Theory suggests that men and women have distinct roles in society (e.g., contributor and caregiver), leading to the development of specific skills and social behaviors. Society places different expectations on men and women regarding their behavior. Men are expected to display assertiveness, control, and independence, while women are expected to show compassion, empathy, and emotional expressiveness.

[13] The hypothesis proposes that there may be differences in behavior between men and women in the workplace. Men might feel pressure to display assertiveness, while women might feel pressure to exhibit nurturing qualities. These gender expectations also extend to occupations that are considered suitable for both genders. For instance, nursing is commonly associated with femininity, whereas being a doctor is viewed as masculine. Moreover, assertiveness is generally seen as acceptable for men but can contradict societal gender norms for women and even be perceived as offensive. [7] Social roles impact Impression Management (IM) by establishing behavioral expectations for individuals. Consequently, these expectations may vary depending on the organizational

context and communication characteristics.

The backlash consequence emerges when self-promotion, typically seen as appropriate in a job interview, is perceived as a violation of feminine gender roles. This means that women who engage in self-promotion may face negative reactions.

Discussion

According to existing articles, Impression Management (IM) is a strategy used by various communities, especially individuals being interviewed, even for a short period of time. IM continues to be influential in the professional growth of interviewees regardless of their gender. However, the interpretation of IM differs based on the community in which the interviewee resides. Communities tend to view the use of IM more favorably for men compared to women.

In today's society, there has been a shift towards greater gender equality. Both men and women are now being treated more equally than they were twenty years ago. Additionally, an important discovery has been made regarding the significance of Impression Management (IM) tactics compared to job-related competencies.

Research findings show that capability ratings play a more influential role in overall evaluations during interviews than IM tactics. Examples provided support this finding. However, while it emphasizes the importance of capability ratings, it does not imply that IM tactics have no impact at all. Rather, the research suggests that the impact of IM needs to be considered within a broader context as it seems to carry less weight compared to other indicators.

Despite the standardization of interview formats, it is crucial to acknowledge that this may have reduced the individuality of interviewers and consequently restricted the potential benefits of familiarity. Although it is commonly recommended not to brag about personal accomplishments, instant messaging (IM) provides a valuable platform for individuals in business

organizations to share their achievements and contributions to society on a personal level. Usually, this responsibility falls upon the interviewee who presents evidence based on integrity and reliability. In contrast, the interviewer has abundant opportunities during the interview session to validate the genuineness of each testimonial shared by the interviewee.

During an interview, Impression Management (IM) can be observed through body language, eye-contact, and the use of assertive and defensive techniques. If an interviewee excessively relies on Defensive IM, it may indicate dishonesty and negatively impact their image and job prospects in other companies. Impression Management (IM), also referred to as strategic communication, plays a vital role in shaping public perception. It serves as a means for establishing rapport between the hiring manager and potential new hire. IM strategies are characterized by self-serving behavior, where individuals take credit for positive outcomes and shift blame onto others for negative ones. The use of IM can introduce bias into experimental research that utilizes interviews and surveys - this is commonly known as 'communal desirability bias'.

Moreover, the Impression Management (IM) hypothesis states that individuals in any organization must establish and maintain impressions that align with the ideas they share with the interviewer. However, this hypothesis is based on the concept of perception in reality. In conclusion, it is important to closely examine the interaction processes between the interviewer and interviewee to understand the specific IM tactics being used.

Conclusion

This article is a conceptual research that utilizes literature review and analysis to examine and interpret the effectiveness of Impression Management (IM) in acing job interviews, based on social role theory [9]. In a highly competitive business environment, various factors contribute to

success or failure, including gender differences in nonverbal communication.

The employment interview is a defining point in a process leading to a specific outcome; one is either being hired or being redundant. During such a pivotal situation, it is possible to evaluate the impact of gender nonverbal factors on the impressions created and the final employment resolution. It is the complication of managerial theory, research and practice to continue improving the organization’s capability to differentiate among desirable behavior and Impression Management (IM) behavior, and as a result to discover better methods to encourage one without promoting the other, through the planning of organizational systems and leadership. The results help to expand our perception and understanding of the behaviors in which organizational norms affect working class behaviors during employment, suggesting that employees particularly effort to impress their relevant reference groups and build impressions that are reliable with organizational norms, customs and expectations. To conclude, this paper is intended to enhance theoretical understanding of IM performance, recognizing tendencies in IM, addressing the impact of IM competencies and understanding how IM develops over time.

IM is a dynamic process that occurs continuously during interpersonal interactions. [14] Figure 1. Impression Management Policies in Job Interviews based on Qualitative Review on Social Role Theory.

References

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On May 6, 2007, pages 624-639 featured an article titled "Differential Functioning by High and Low Impression Management (IM) Groups on a Big Five Applicant Screening Tool" by Brennan Daniel Cox, which was published in 2010 at Auburn University in Alabama. Additionally, there is another work by Daniel, S. W. and David, L. V.

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The article by Anderson-Gough, Neil R. Anderson, and Afandi R. Mohamed titled "Locus of control, attributions and Impression Management (IM) in the selection interview" was published in the Journal of Occupational and Organizational Psychology in 2002. It can be found in volume 75, pages 59-76.

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Ciarocco (2005) conducted a study on the relationship between self-regulation, self-presentation, and depletion of regulatory resources. The study was published in the Journal of Personality and Social Psychology, volume 88, issue 4, pages 632-657. Another study by Nathan, C. Hall, Shannan, E. Jackson, Thomas, G. is also mentioned.

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According to Heggestad and George, C. Thornton III, in their article "Individual differences in Impression Management (IM): an exploration of the psychological processes underlying faking," published in Psychology Science in 2006 (Volume 48, Issue 3, pages 288-312), they delve into the topic of IM and investigate the various psychological processes involved in faking.