組織中自我推銷困境的知覺與因應：個人特質、團隊情境及人際互動的多重影響

Abstract

在組織研究中，印象管理策略之一的自我推銷一直獲得許多學者的重視與討 論。然而，自我推銷的利弊得失始終因為存在著自我推銷困境而難以確認。過去研 究的焦點主要放在解決自我推銷困境的策略，但卻忽略了員工本人對自我推銷所 造成的負面人際評價是否會感到害怕與擔憂。本研究以最適獨特性理論為基礎，透 過兩項子研究探討下列兩點研究問題:(1)影響自我推銷擔憂的個人特質與情境因 素;(2)在職場人際互動中，何種策略適合具有自我推銷擔憂的員工採用，且能有效 減緩同事評價下的自我推銷困境。為回答上述研究問題，研究一探討了他人取向、 競爭氣候及獨特性需求對自我推銷擔憂的影響。此項研究結合實驗操弄及情境劇 本法，透過社交媒體發放線上問卷共蒐集了 220 筆在職工作者的量化資料。迴歸 分析結果發現:(1)他人取向較高的員工較容易產生自我推銷擔憂;(2)在低競爭氣 候的組織環境下，他人取向較高的員工的自我推銷擔憂更為顯著;(3)激發獨特性 需求對員工的自我推銷擔憂未有顯著影響，員工的自我推銷擔憂並不會因短期的 需求操弄而改變。研究二調查了員工進行自我推銷後，是否會經由同事對其的知覺 溫暖及知覺能力評價影響同事對其合作意願及利他行為。此項研究透過線上問卷 調查蒐集到 164 筆在職員工與同事之對偶資料。路徑分析結果顯示:自我推銷有 助於提升同事對員工能力的知覺，並進一步正向影響合作行為;然而，自我推銷對 同事知覺溫暖無顯著影響，表達性謙遜對於自我推銷與同事知覺溫暖間的關係也 無顯著的調節效果。本研究的兩項研究提供了多個理論貢獻及實務意涵。在理論貢 獻方面，研究一證實並釐清影響自我推銷擔憂的關鍵因素;拓展了最適獨特性理論 在組織行為領域的應用。研究二則發現自我推銷可提升同事對員工能力的評價，且 對同事實際的合作行為也有正向影響，對於員工職涯發展與組織管理實務提供了 重要啟示。在實務意涵方面，本研究提醒組織應考量員工間的個體差異與組織情境， 並透過適當策略幫助員工克服自我推銷困境，以促進人才發展與組織效能。

Self-promotion, a commonly employed impression management tactic in organizational contexts, has long been debated for its potential to enhance or hinder interpersonal outcomes. Central to this debate is the self-promotion dilemma—the risk of incurring negative social judgments while attempting to signal competence. Although prior research has explored strategies to mitigate this dilemma, limited attention has been given to employees’ internal concerns regarding self-promotion. Drawing on Optimal Distinctiveness Theory, this research investigates two core questions across two studies: (1) What individual and contextual factors contribute to self-promotion concern? (2) What interpersonal strategies can individuals with high self-promotion concern employ to reduce the interpersonal costs of self-promotion? Study 1 employed an experimental scenario-based method combined with survey data from 220 full-time employees to examine the effects of other-orientation, competitive climate, and need for uniqueness on self-promotion concern. Regression analyses revealed that individuals high in other- orientation reported greater concern, particularly in low-competition environments. However, short-term manipulations of uniqueness needs did not significantly influence concern levels. Study 2 utilized dyadic survey data from 164 employee-coworker pairs to assess how self-promotion shapes coworkers’ perceptions of warmth and competence, and how these perceptions subsequently influence cooperative and prosocial behaviors. Path analysis demonstrated that self-promotion enhanced perceived competence, which in turn positively predicted coworker cooperation. In contrast, self- promotion had no significant effect on perceived warmth, and expressive humility did not moderate this relationship. These two studies together offer several theoretical and practical implications. Theoretically, the first study clarifies key antecedents of self- promotion concern and extends the application of optimal distinctiveness theory to organizational behavior. The second study demonstrates that self-promotion enhances perceived competence and promotes cooperative behavior, offering insights into how impression management shapes workplace dynamics. Practically, the findings of these two studies highlight the interpersonal complexity of self-promotion and underscore the need for organizations to consider individual traits and contextual factors. Providing employees with targeted strategies may help them navigate self-presentation challenges more effectively, supporting both personal development and organizational outcomes.