Abstract:
Self-evaluations are typically performed in the workplace in order to apportion rewards, judge suitability for promotions and to assign people to appropriate roles. However, people adapt their representations of the self to their circumstances so much so that self-evaluations, as a true reflection of a person’s performance or character, are often of little worth. Assuming honest and sincere rather than manipulated feedback in the workplace is better for achieving business objectives, this research describes hypothesised key drivers of self-presentation behaviour and contributes towards improving the design of self-evaluation instruments.
A theoretical model of self-presentation behaviour was constructed, drawing on theory of social desirability bias, impression management and accountability, that proposes anticipation of two distinct characteristics of an audience, power to reward and knowledge of the dimensions being assessed, cause the self-presenting individual to adapt their representations of themselves in specific and predictable ways.
A quasi-experiment was performed, using a sample of 278 MBA students allocated to four groups, on the effects of audience anticipation on self-reporting on the dimensions of performance and personality. Statistical pair-wise comparisons of means in experimental groups and principal components analysis verified the theoretical model.
