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ABSTRACT
This study aims to investigate the interactive effects of task performance and impression management tactics on career outcomes from the socioanalytic perspective. Based on a survey of 195 employee-supervisor dyads from various industries in Taiwan, a hierarchical regression analysis revealed that (1) the relationship between task performance and a one-year salary adjustment was greater among employees who frequently employ ingratiation than among those who do not, (2) the relationship between task performance and a one-year salary adjustment was greater among employees who frequently employ exemplification than among those who do not, and (3) the relationship between task performance and career satisfaction was greater among employees who frequently employ self-promotion than among those who do not. This study concludes by suggesting implications for research and practice, and offers some directions for future research.