Abstract:
Using a game-theoretic approach to the deception phenomenon, this research aimed to understand how self-interest relates to the need for strategizing in interpersonal deception as one intends to interact with a colleague in the workplace. By integrating elements of game theory and interpersonal deception, the researcher examined the way three kinds of self-interests drive an employee to deceive a colleague. Employees were considered players in the workplace and the primary focus of this study was to understand how these players would behave in games in relation to their various selfinterests. A quantitative approach was undertaken by the researcher on a sample of 41 employees of Emerson Network Power Philippines, a subsidiary of multinational company that provides dependable power, precision cooling, connectivity and embedded solutions. The company’s Accounts Receivable Team (l/R), Accounts Payable Team (l/P), General Accounting team (GA), Projects team, Information Technology team (IT), and Supply Chain team for Asia Pacific (IP) and Europe, Middle East, and Africa (EMEA) were subjected to the study. Using a self-constructed instrument, a descriptive research was conducted in the format of a non-exclusive one shot case to understand how a player would choose to behave in a game where they might opt to engage in deception or not. The findings and conclusions of this study revealed that respondents believed that deception requires planning. This supports the game theoretic perspective on deception phenomenon; however they don't think that there is pay-off in deception in terms of self-interests. Primarily measured through correlation, results indicate that deception for the sake of caieer interests, task interests, and extramural interests offers no pay-off. The relationship between strategizing in deception and self-interests was weak, and the same result was seen between the notion of pay-off in deception and selfinterests.
Through this study, psychologists, communicologists, fellow orcommunicologists and the corporate sphere stand to obtain a better understanding of the phenomenon of deceptive communication as influenced by self-serving interests. Future researchers may pursue similar studies on the deception phenomenon but it is recommended that other aspects of the organization such as its organizational culture, political climate, and vertical relationships be included. It is also recommended that researchers focus on being the “deceivee" in the phenomenon of deception.
