Promotion according to who or what you know: managers' and workers' perception of factors influencing promotion

Abstract

This paper presents partial findings of research examining the perceptions of managers and workers regarding promotions in the Israeli high-tech industry. A questionnaire containing a series of factors related to promotion was conducted with 95 workers and 36 managers in an international high-tech corporation's subsidiary located in Israel. The initial findings indicated a high degree of consent between workers and managers that the most important factor influencing promotion was success in projects. While workers and managers gave similar rankings for the most and least important factors influencing promotions, there were substantial differences in the ranking of the other factors. Among managers, education and multidisciplinary knowledge were ranked second and third, whereas among workers, politics and pressure on the supervisor were ranked second and third. The findings are discussed in terms of HRD in the organization.

Performance or Politics: Promotions in the Israeli Public Sector

“…Since the 1970's, the Israeli economy has shifted from a centralized socialistic economy, with employment virtually guaranteed for almost all, to a capitalist market economy characterized by an uncertainty of employment (Sharabi, 2008). The 1980's privatization of state-controlled organizations, led to the decrease of the sacred institution of 'work tenure'.…”

“…: departure of employees who are familiar with processes, work methods, knowledge, operating systems, classified information, etc. According to this, maintaining and promoting good employees is the main mission of public and private sectors (Sharabi, 2008). In addition to the above, promotions according to "who you know" are likely to be a means for discrimination against women and minorities and may result in lawsuits against organizations.…”

Promotion in the Israeli High-Tech Industry: Managers' and Workers' Perceptions

“…It was found that a lack of promotion opportunities, flawed promotion processes or a perception of unfairness in the promotion decisions, are related to a low level of performance, a low level of loyalty and commitment and high turnover and absenteeism (Saporta and Farjoun, 2003;Sharabi, 2008). Many scholars perceive promotion as one of the most important components of employer-employee relations (e.g.…”

“…Workers tend to claim that promotion is based on who you know and not what you know; that the impression one makes and playing the promotion "game" can lead you to the top management (Sharabi, 2008). Thus, they feel that anyone wishing to advance in the employment world is required to invest great efforts into establishing interpersonal relationships with the right people rather than investing their efforts in improving their work performance for the benefit of the organization.…”

“…recruiting, selecting, interviewing, staffing, training and development) but mainly due to the intellectual capital aspect; i.e: departure of workers who are familiar with processes, work methods, marketing systems, technological developments, classified information concerning the business and patents, etc. (Sharabi, 2008). According to that, maintaining and promoting good workers is the main mission of HRM.…”