A Field Study of Employees' Attitudes and Behaviors After Promotion Decisions

The impact of promotion decisions on equity, commitment, and behavioral outcomes was examined in a field setting. Workers in a service company who submitted their candidacy for promotion to either department or division heads were compared with their noncandidate counterparts (total N = 191). Subjects completed surveys after promotion decisions were made. In addition, measures of the subjects' lateness and absence before and after the promotion were available. Data analyzed by level of position (department vs. division) and promotion decision (promoted, not promoted, and control) indicated that promotions resulting from self-initiated candidacies might actually produce undesirable outcomes. Failure to get a promotion was associated with feelings of inequity, a decrease in commitment, and an increase in absenteeism; positive promotion decisions increased commitment. Theoretical and organizational implications are discussed.