Crafting the Right Perception: How Call Center Agents' Impression Management Strategies at Work Influence Managers’ Evaluations of Employee Performance

Abstract

This study examines the impression management (IM) strategies employed by call center agents in the Business Process Outsourcing (BPO) industry in Metro Manila, Philippines, and how these behaviors influence managerial evaluations of employee performance and career potential. Anchored in Goffman’s (1959) Theory of Self-Presentation and guided by Jones and Pittman’s (1982) Taxonomy of IM Strategies and Heider’s (1958) Attribution Theory as applied through Tai’s (2012) Attribution Model, the research explores how agents shape their professional image and how managers interpret these self-presentations in relation to performance outcomes. Based on qualitative interviews and thematic analysis, the study identified seven (7) key IM strategies, including projecting toughness, maintaining visibility, regulating emotion, and fostering team cohesion. These behaviors aligned with four (4) of the five IM strategies—exemplification, self-promotion, ingratiation, and intimidation—while supplication was not observed. Among these, exemplification, ingratiation, and self-promotion—when supported by consistent and measurable performance—were most effective in gaining positive evaluations and career opportunities. Managers considered both quantitative metrics and behavioral cues, but placed greater value on IM that was credible, sustained, and aligned with actual measurable results. Conversely, superficial or opportunistic displays had limited impact. This study contributes to IM literature by situating it within high-pressure, performance-oriented environments like BPO call centers, offering practical insights for both employees and managers on the strategic use and evaluation of IM in professional settings.