The Impact of Impression Management Tactics on Faculty Job Performance

(A Study of Private Sector Universities of Peshawar)


  • Afrasyiab Farooq Afrasyiab SUIT Peshawar
  • Gohar Abbas Professor, Management Sciences Department, Sarhad University of Science and IT Peshawar


Impression Management, Ingratiation, Exemplification, Self Promotion, Intimidation, Supplication, Job Performance


Impression management (IM) is a technique used to manage the impressions that the target audience has about a person. Impression Management is used as a metaphor for human social interaction. Impression Management tactics are broadly categorized into five to help people to understand and use IM tactics in an organizational setting: ingratiation, intimidation, self-promotion, supplication, and exemplification. Impression management has been associated with positive performance in the workplace. In this study, purposive-cum-snow ball sampling techniques were used to contact the respondent’s i-e, faculty of private university for primary data collection. This study results revealed that ingratiation, self-promotion and exemplification has significant impact on job performance. In contrast to the hypothesis, exemplification shows a negative impact on job performance, while intimidation has a significant negative impact on employee’s job performance. The supplication tactics of impression management was removed during factor loading because of multifaceted nature. The research findings will help to strengthen social interactions with particular focus on impression management tactics, which can have an impact on job performance.

Author Biography

Gohar Abbas, Professor, Management Sciences Department, Sarhad University of Science and IT Peshawar

Professor, Management Sciences Department, Sarhad University of Science and IT Peshawar


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How to Cite

Afrasyiab, A. F., & Syed Gohar Abbas, S. G. A. (2024). The Impact of Impression Management Tactics on Faculty Job Performance: (A Study of Private Sector Universities of Peshawar). CITY UNIVERSITY RESEARCH JOURNAL, 14(1), 39–52. Retrieved from