Article Abstract:
The Ferris, Buckley and Allen model of promotion systems in organizations considers several antecedents and outcomes of promotion systems and determines the characteristics of promotion systems in organizations. The model was tested to determine if the characteristics of organizations and their environments have an impact on promotion practices and if these promotion practices affect organizational outcomes. Findings revealed relationships between characteristics of organizations and the features of their promotion systems, as well as between promotion practices and organizational outcomes such as industry rank on sales and employee attitudes about opportunities for promotion. These findings indicate that the Ferris, Buckley and Allen model can be useful for the study and design of promotion systems.
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Article Abstract:
Widespread downsizing and the consequent flatter hierarchies and meager promotional opportunities in many organizations have resulted in the plateauing of many employees. However, successful plateauing of employees is possible, despite the shame associated with plateauing, the vulnerability of plateaud employees to poor personnel management practices and the lack of opportunities available for their career development. A study of 373 middle managers from a large, multinational company shows that plateaued employees can achieve effective job performance and satisfaction with their jobs and their lives in general. Best practices and new approaches in performance management, compensation, training, human resource planning, and career development and staffing can foster successful plateauing.
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Article Abstract:
This article identifies characteristics and skills of middle managers, using this information to evaluate their career success and failure. Managers with lower skills are less likely to recover from career derailments and they tend to overestimate their skills; development of self-awareness and managerial skills is necessary for recovery and success.
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