Cash or Card? Impression Management and Restaurant Tipping Behavior

Individual Differences in the Name Similarity Effect

Journal of Individual Differences ◽

10.1027/1614-0001/a000133 ◽

2014 ◽

Vol 35 (2) ◽

pp. 111-118

Author(s):

Daniel J. Howard ◽

Roger A. Kerin

Keyword(s):

Individual Differences ◽

Impression Management ◽

Interactive Effect ◽

Purchase Intentions ◽

Brand Attitude ◽

Self Monitoring ◽

Similarity Effect ◽

And Behavior ◽

Usage Context

The name similarity effect is the tendency to like people, places, and things with names similar to our own. Although many researchers have examined name similarity effects on preferences and behavior, no research to date has examined whether individual differences exist in susceptibility to those effects. This research reports the results of two experiments that examine the role of self-monitoring in moderating name similarity effects. In the first experiment, name similarity effects on brand attitude and purchase intentions were found to be stronger for respondents high, rather than low, in self-monitoring. In the second experiment, the interactive effect observed in the first study was found to be especially true in a public (vs. private) usage context. These findings are consistent with theoretical expectations of name similarity effects as an expression of egotism manifested in the image and impression management concerns of high self-monitors.

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The Two Components of Social Desirability and their Relations to Resting Frontal Brain Asymmetry

Journal of Individual Differences ◽

10.1027/1614-0001.26.1.29 ◽

2005 ◽

Vol 26 (1) ◽

pp. 29-42 ◽

Cited By ~ 23

Author(s):

Cornelia A. Pauls ◽

Jan Wacker ◽

Nicolas W. Crost

Keyword(s):

Impression Management ◽

Big Five ◽

Hemispheric Asymmetry ◽

Incentive Motivation ◽

Blink Rate ◽

Frontal Brain ◽

Self Reports ◽

Opposite Sex ◽

The Relationship ◽

Α Band

Abstract. The aim of the present study was to investigate the relationships between resting frontal hemispheric asymmetry (FHA) in the low α band (8-10.25 Hz) and the two components of socially desirable responding, i.e., self-deceptive enhancement (SDE) and impression management (IM), in an opposite-sex encounter. In addition, Big Five facets, self-reports of emotion, and spontaneous eye blink rate (BR), a noninvasive indicator of functional dopamine activity, were assessed. SDE as well as IM were related to relatively greater right-than-left activity in the low α band (i.e., relative left frontal activation; LFA) and to self-reported positive affect (PA), but only SDE was related to BR. We hypothesized that two independent types of motivational approach tendencies underlie individual differences in FHA and PA: affiliative motivation represented by IM and agentic incentive motivation represented by SDE. Whereas the relationship between SDE and PA was mediated by BR, the relationship between SDE and FHA was not.

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Effects of Targeted Self-Coaching on Applicant Distortion of Personality Measures

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000069 ◽

2012 ◽

Vol 11 (4) ◽

pp. 169-175 ◽

Cited By ~ 2

Author(s):

Katherine A. Sliter ◽

Neil D. Christiansen

Keyword(s):

Impression Management ◽

Personality Assessment ◽

Personnel Selection ◽

Lie Detection ◽

Personality Test ◽

Personality Measures ◽

Personality Tests ◽

The Impact

The present study evaluated the impact of reading self-coaching book excerpts on success at faking a personality test. Participants (N = 207) completed an initial honest personality assessment and a subsequent assessment with faking instructions under one of the following self-coaching conditions: no coaching, chapters from a commercial book on how to fake preemployment personality scales, and personality coaching plus a chapter on avoiding lie-detection scales. Results showed that those receiving coaching materials had greater success in raising their personality scores, primarily on the traits that had been targeted in the chapters. In addition, those who read the chapter on avoiding lie-detection scales scored significantly lower on a popular impression management scale while simultaneously increasing their personality scores. Implications for the use of personality tests in personnel selection are discussed.

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