Determinants and Consequences of Promotions in Britain

Francesconi, Marco

doi:10.1111/1468-0084.00222

Cited by 71 publications

(69 citation statements)

References 26 publications

(43 reference statements)

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“…For example, da Silva and Van der Klaauw (2005) and Francesconi (2001) show that mobility declines with age. This also appears to be the case in our data, as suggested by Table 2, which shows frequencies of different career moves by age.…”

Section: Figurementioning

confidence: 99%

Career and Wage Dynamics: Evidence from Linked Employer-Employee Data

Kauhanen¹,

Napari²

2012

Research in Labor Economics

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Section: Figurementioning

confidence: 99%

Career and Wage Dynamics: Evidence from Linked Employer-Employee Data

Kauhanen¹,

Napari²

2012

Research in Labor Economics

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“…From an employee's perspective, promotions are linked to wage increases and are therefore a determinant of wage outcomes (Gerhart and Milkovich, 1989;Holmstrom, 1994a, 1994b;Francesconi, 2001;McCue, 1996;Pergamit and Veum, 1999;Bognanno, 2001). Promotions are also linked to authority (Bihagen and Ohls, 2006;Pergamit and Veum, 1999), training opportunities (Pergamit and Veum, 1999), and increased job satisfaction (Pergamit and Veum, 1999;Francesconi, 2001).…”

mentioning

confidence: 99%

“…Promotions are also linked to authority (Bihagen and Ohls, 2006;Pergamit and Veum, 1999), training opportunities (Pergamit and Veum, 1999), and increased job satisfaction (Pergamit and Veum, 1999;Francesconi, 2001). Lack of advancement opportunities is a major contributor to voluntary quit decisions by employees who otherwise fit the job well and contribute value-added to the firm (Moss, Salzman and Tilly, 2008).…”

mentioning

confidence: 99%

Gender and Racial Differentials in Promotions

Yap¹,

Konrad²

2010

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Summary Using a proprietary dataset containing personnel records on over 22,000 full-time, non-unionized employees from a large Canadian firm with nationwide operations from 1996 to 2000, this paper explores the incidence of promotion for women and racial minorities. The findings show that women and racial minorities are less likely than their white male counterparts to be promoted. For both white women and minority women, the disadvantage is most severe at the lower rungs of the organizational hierarchy, lending support to the “sticky floor” hypothesis. Significant promotion disadvantages occur for white women, visible minority women, and visible minority men at the middle ranks of the organization, and visible minority men continue to experience a promotion disadvantage at the highest organizational levels.

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“…Moreover, Booth et al (2002) and Francesconi (2001) provide evidence for a significant correlation of overtime hours worked and subsequent promotions in Great Britain, though Booth et al (2002) do not find varying effects for paid and unpaid overtime. Bell/Freeman (2001) provide supportive evidence for their forward looking labor supply model using data for the US and Germany.…”

Section: Introductionmentioning

confidence: 86%