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

    Author(s):
    Fahim Shaker
    Editor(s):
    Alim Al Ayub Ahmed (see profile)
    Date:
    2014
    Group(s):
    Archives, Asian Business Review, Education and Pedagogy, Open Educational Resources, Scholarly Communication
    Item Type:
    Article
    Permanent URL:
    http://dx.doi.org/10.17613/xb9r-7074
    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 self-monitors 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.
    Metadata:
    Published as:
    Journal article    
    Status:
    Published
    Last Updated:
    5 months ago
    License:
    Attribution-NonCommercial
    Share this:

    Downloads

    Item Name:pdf 9.3.pdf
     Download View in browser
    Activity: Downloads: 42