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

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.