Performance and political skill in personal reputation assessments

Abstract

PurposeReputation has many positive outcomes, but little is known about how individuals manage their personal reputation at work. This study aims to investigate the relationships between job performance and political skill on personal reputation.Design/methodology/approachNinety‐eight triads from a Midwestern manufacturer provided data. Employees rated their political skill, supervisors rated the employees' job performance, and coworkers rated the employees' personal reputation. The white‐collar respondents were mostly Caucasian, female, middle aged, and moderately tenured in their position. The data were analyzed with regression analysis.FindingsThe results illustrated positive political skill‐personal reputation and job performance ‐personal reputation relationships. Job performance was positively associated with personal reputation for politically skilled employees, but not for individuals low in political skill.Research limitations/implicationsJob performance was evaluated by employees' supervisors, but less subjective, quantitative measures of job performance would be helpful.Practical implicationsPolitical skill training and/or mentoring relationships may help individuals manage their personal reputation at work.Social implicationsThis study focused on personal reputation in a work environment. However, the results also may be useful to individuals in a variety of organizations (e.g. schools, clubs, churches).Originality/valueThis is one of the first studies to investigate how individuals manage their personal reputation in a work setting. Unlike previous research that used self‐evaluations of personal reputation, this study uses peer evaluations, which is more appropriate for the construct.