Open Access Open Access  Restricted Access Subscription Access

The Social Network of High and Low Self-Monitors and It's Impact on Organization's Performance


Affiliations
1 School of Business Studies, Southeast University, Bangladesh
 

Self-Monitoring as a personality attribute is given particular attention by researchers in order to understand employee performance and productivity in the organizational context. Numerous studies focused on the impact of self-Monitoring from individual employee perspective with limited focus on the impact of the organization's performance. However, to what extent employees with high versus low self- Monitors contribute to the organization's performance needs to be theoretically augmented. Therefore, relying on exploratory method of research, the paper tries to address the impact of high and low selfmonitors on organization's performance. In this perspective, how self-Monitoring helps employees to structure a social network within organizational setting and eventually contribute to it's success is discussed in this paper. The paper addresses the literature review of self-Monitoring principles with special interest in its contribution towards organizational performance through previous research compilation within the field of sociology and organization psychology.
User
Notifications
Font Size


  • Aktar S, Islam MS and Hossen SM. 2012. Human Resource Management Practices and Firms Performance in Bangladesh: An Empirical Study on Pharmaceutical Industry Asian Business Review, 1, 121-125.
  • Baron, R. A. 1989. Personality and organizational conflict: Effects of the Type A behavior pattern and self-monitoring. Organizational Behavior and Human Decision Processes, 44: 297-344
  • Borman, W. C., & Motowidlo, S. J. (1993). Expanding the criterion domain to include elements of contextual performance. In N. Schmitt & W. C. Borman (Eds.), Personnel selection in organizations (pp. 71-98). San Francisco: Jossey-Bass.
  • Burt, R. S. (1992). Structural holes: The social structure of competition. Cambridge, MA: Harvard University Press
  • Day, D. V., and Schleicher, D. J. (2006). Self-monitoring at work: A motive based perspective. Journal of Personality, 74 (3): 685-710.
  • Dooty EN and Islam MS. 2014. Investment Performance of Islamic Bank: An Empirical Study Asian Business Review, 4, 37-40.
  • Gangestad, S. W., & Snyder, M. (1985). ''To carve nature at its joints": On the existence of discrete classes in personality. Psychological Review, 92, 317-349
  • Goffman, Erving (1959), The presentation of self- in everyday life. New York: Anchor Books
  • Hansen, Morten T. (1999) 'The Search-Transfer Problem: The Role of Weak Ties in Sharing Knowledge across Organization Subunits', Administrative Science Quarterly 44: 82-111
  • Harvey, D. 1990. "Between Space and Time: Reflections on the Geographical Imagination." Annals of the Association of American Geographers 80:418-434.
  • Hogan, J., & Holland, B. (2003). Using theory to evaluate personality and job performance relations: A socio-analytic perspective. Journal of Applied Psychology, 88, 100-112.
  • Hogan, R. (1983). A socio-analytic theory of personality. In M. M. Page (Ed.), 1982 Nebraska symposium on motivation (pp. 55-89). Lincoln: University of Nebraska Press.
  • Hogan, R., & Warrenfeltz, R. (2003). Educating the modern manager. Academy of Management Learning and Education, 2, 74-84.
  • Hossain M, Abdullah AM and Farhana S. 2012. Performance Appraisal & Promotion Practices on Private Commercial Bank in Bangladesh: A Case Study from Pubali Bank Ltd. Asian Business Review, 1, 49-55.
  • John Desmond (2003) Consuming Behavior, Palgrave Macmillan.
  • Kabir F and Islam N. 2013. Leadership Approaches and its Impact on Follower Development and Performance Asian Business Review, 3, 44-52.
  • Kenny, D. A., & Zaccaro, S. J. (1983). An estimate of variance due to traits in leadership. Journal of Applied Psychology. 68, 678-685
  • Kilduff, M., Crossland, C., Tsai, W., & Krackhardt, D. 2008. Organizational network perceptions versus reality: A small world after all? Organizational Behavior and Human Decision Processes, 107: 15-28
  • Kilduff, Martin & Tsai Wenpin (2003), Social Networks and Organizations. Sage: London
  • Masum AA and Fatema-Tuz-Johora. 2012. Performance Evaluation of Selected Ceramic Companies of Bangladesh Asian Business Review, 1, 37-48.
  • Mehra, A., Kilduff, M., & Brass, D. J. (2001). The social networks of high and low self-monitors: Implications for workplace performance. Administrative Science Quarterly, 46, 121-146.
  • Odumeru JA and Ilesanmi OA. 2013. The Effects of Human Resources Development on Financial Performance of Organisations Asian Business Review, 2, 19-23.
  • Oh, H., & Kilduff, M. 2008. The ripple effect of personality on social structure: Self-monitoring origins of network brokerage. Journal of Applied Psychology, 93: 1155-1164.
  • Rosenberg, J. and Egbert, N. (2011), Online Impression Management: Personality Traits and Concerns for Secondary Goals as Predictors of Self-Presentation Tactics on Face book. Journal of Computer-Mediated Communication, 17: 1-18. Doi: 10.1111/j.1083- 6101.2011.01560.x
  • Salia PJ and Mbwambo JS. 2014. Credit Characteristics and Business Performance: A Survey of Women owned Microenterprises in Tanzania Asian Business Review, 4, 12-18.
  • Snyder, M. (1974). Self-monitoring of expressive behavior. Journal of Personality and Social Psychology, 30, 526-537
  • Zaccaro, S. J., Foti, R. J., & Kenny, D. A. (1991). Self-monitoring and trait-based variance in leadership: An investigation of leader flexibility across multiple group situations. Journal of Applied Psychology. 76, 308-315

Abstract Views: 267

PDF Views: 52




  • The Social Network of High and Low Self-Monitors and It's Impact on Organization's Performance

Abstract Views: 267  |  PDF Views: 52

Authors

Fahim Shaker
School of Business Studies, Southeast University, Bangladesh

Abstract


Self-Monitoring as a personality attribute is given particular attention by researchers in order to understand employee performance and productivity in the organizational context. Numerous studies focused on the impact of self-Monitoring from individual employee perspective with limited focus on the impact of the organization's performance. However, to what extent employees with high versus low self- Monitors contribute to the organization's performance needs to be theoretically augmented. Therefore, relying on exploratory method of research, the paper tries to address the impact of high and low selfmonitors on organization's performance. In this perspective, how self-Monitoring helps employees to structure a social network within organizational setting and eventually contribute to it's success is discussed in this paper. The paper addresses the literature review of self-Monitoring principles with special interest in its contribution towards organizational performance through previous research compilation within the field of sociology and organization psychology.

References