Applicants' preference for impression management tactic in employment interviews by Transportation Security Administration.

Following past findings on employment interviews, this study hypothesized applicants would have a preference for using self-promoting tactics of impression management over other focuses. Self-reports of impression management tactics were collected from 124 applicants who had interviews for screener positions with the Transportation Security Administration. Contrary to the hypothesis, analysis indicated participants reported they used more ingratiation tactics attempting to praise the interviewer than self-promotion tactics which focused on their own accomplishments.

Correlations among applicants' communication apprehension, argumentativeness, and verbal aggressiveness in selection interviews.

This study explored the influence of applicants' perceived apprehension during communication on self-reported argumentativeness and verbal aggressiveness in selection interviews. One week prior to selection interviews with corporate interviewers, 51 college students who were actively seeking career-oriented employment completed a questionnaire on their situational apprehension, trait argumentativeness, and trait verbal aggressiveness. The major findings were that (a) Trait Argumentativeness was significantly and negatively correlated with Trait Verbal Aggressiveness; (b) Apprehension was significantly and positively correlated with Trait Verbal Aggressiveness; (c) Apprehension was significantly and negatively correlated with Trait Argumentativeness; and (d) descriptive statistics indicated applicants experienced high Apprehension before the interviews.

Supervisors' tactics of influence and subordinates' tolerance for disagreement.

Self-reported scores of 156 subordinates on tolerance for disagreement were associated with their perceptions of supervisors' use of referent, expertise, and reward-based tactics and less use of legitimate and punishment-based tactics of influence.

Perceptions of leader-member exchange: comparison of permanent and temporary employees.

This study was done to explore how perceived scores for leader-member exchange varies among temporary employees and permanent employees. Study of 158 subordinates indicated no significant difference between the two member groups.

Managers' tactics of influence: perceptions of regular and temporary employees.

The paper concerns managers' perceived influence tactics with regular and temporary employees. 156 subordinates completed the Behavioral Alteration Techniques Scale. Mean ratings of managers' use of tactics of influence with regular employees were significantly higher than those with temporary employees on 9 of the 22 measured techniques.