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Ingratiatory Behaviours of Managerial Personnel in Two Organizational Settings

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  • S K Nair

Abstract

This study attempts to understand the nature and extent of various ingratiatory behaviours of managerial personnel employed in two major heavy engineering companies, one in the public sector and the other in the private sector (n = 78). The ingratiatory behaviours of the respondents were measured, using the Measure of Ingratiatory Behaviours in Organizational Settings (MIBOS) scale. The results indicate that ingratiatory behaviours are prevalent in both public and private sector companies. As predicted, public and private sector managers differ in respect of their relative use of various ingratiation tactics. Moreover, managers in the public sector company, when compared with their counterparts in the private sector company, are found to be higher in the use of all the four tactics of ingratiation: Other Enhancement, Opinion Conformity, Self Presentation and Favour Rendering. The implications of these findings are briefly discussed.

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  • S K Nair, 2000. "Ingratiatory Behaviours of Managerial Personnel in Two Organizational Settings," Management and Labour Studies, XLRI Jamshedpur, School of Business Management & Human Resources, vol. 25(4), pages 254-261, October.
    • Handle: RePEc:sae:manlab:v:25:y:2000:i:4:p:254-261
    DOI: 10.1177/0258042X0002500403
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    1. Ansari, Mahfooz A. & Kapoor, Alka, 1987. "Organizational context and upward influence tactics," Organizational Behavior and Human Decision Processes, Elsevier, vol. 40(1), pages 39-49, August.
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