Forty-four job evaluators, selected from eight different job evaluation teams, were asked to complete a survey describing their perceptions of various interpersonal influence tactics as applied to the group dynamics of job evaluation committees. In addition, measures were obtained for gender, self-esteem, need for dominance, and need for affiliation, for each job evaluator. Multiple regressions indicated a number of significant relationships between individual-difference variables and the self- reported use of interpersonal influence strategies in job evaluation committees. Results are discussed in terms of their implications for the group dynamics involved within job evaluation committees.
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