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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:
- xml
- Published as:
- Journal article
- Status:
- Published
- Last Updated:
- 4 years ago
- License:
- Attribution-NonCommercial
- Share this:
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