TO DISLIKE AND TO BE LIKED: SELF-MONITORING, AFFECT-INTENSIVE RELATIONS AND WORK PERFORMANCE.

Abstract

The article examines the relationship between self-monitoring employees, interpersonal relationships in the workplace and individual work performance. Self-monitoring has to do with a person's ability to appear likable to others. Four hypothesis defended by the author are (1) people with higher self-monitoring tend to be liked by more people, (2) people with higher self-monitoring tend to dislike others more, (3) more incoming friendship ties are associated with a higher individual performance, and (4) more outgoing negative ties are associated with a lower individual performance. The methods used in the research are discussed.