Socioanalytic theory postulates that job performance ratings are predicted by basic social motives moderated by social competency. The two motives are the motive to get along with others and the motive to achieve status and power. The present two-study investigation assessed these motives as work values and collected supervisors' job performance and promotability assessments. Social competency was assessed as political skill at work. The results provided strong and consistent support for the hypotheses, thus providing a more direct test of socioanalytic theory and extending it to demonstrate effects beyond overall job performance ratings on contextual performance and promotability assessments. Contributions and implications of these results, strengths and limitations, directions for future research, and practical implications are discussed. (Contains 4 figures and 4 tables.)