THE UPWARD’S INFLUENCE TACTICS OF HUMAN RESOURCE EXECUTIVES

Abstract

This study examines the use of influence tactics by
41 Human Resource Executives in upward direction
(e.g. CEO/General Manager). The results indicate
that they use a large number of influence tactics, that
they use more frequently ‘‘soft’’ tactics than ‘‘hard’’
ones or ‘‘neither soft nor hard’’ ones, and they
choose their tactics based on a cost-benefit analysis.
Furthermore, the analyses reveal that respondents
whose feelings of self-efficacy are high will not
attempt to influence or use ‘‘soft’’ tactics any more
frequently than respondents with low feelings of
self-efficacy. Finally, the results indicate that our
respondents exercise influence effectively in upward
direction.