HRM practices and post-promotion managerial performance: Subordinates’ perspective

Vathsala Wickramasinghe () and M. Samaratunga
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Vathsala Wickramasinghe: University of Moratuwa
M. Samaratunga: University of Moratuwa

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Abstract: Purpose – The purpose of this paper is to investigate the relationship between human resource management (HRM) practices and post-promotion performance of managers from subordinates' perspective. Design/methodology/approach – For the study, survey methodology was used and 391 respondents who fulfilled selection criteria set for the study responded. The hypothesised relationships were examined by regression analysis. Findings – It was found that the job description and promotion practices have significant relationship with post-promotion performance. Practical implications – The findings imply the importance of promotion practices and the need of maintaining and using job descriptions in facilitating post-promotion performance. Originality/value – Several previous studies investigated the post-promotion managerial performance based on mathematical modelling and single firm case studies. However, it is very rare to find academic research that investigated the relationship between HRM practices and post-promotion performance of managers.

Keywords: Employee promotion; Career progression and performance; Talent management; Managerial competency; Peter Principle; Performance appraisal; Leadership effectiveness; Subordinate perceptions; Post-promotion performance; HRM and managerial performance; Human resource management practices; Employee engagement; Supervisory effectiveness; Manager–subordinate relationship; Strategic HRM; Human resource management; human resource management practices; job performance; promotion; Workplace performance measurement (search for similar items in EconPapers)
Date: 2016
Note: View the original document on HAL open archive server: https://hal.science/hal-05588669v1
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Published in Evidence-based HRM: a Global Forum for Empirical Scholarship, 2016, 4 (2), pp.144-161. ⟨10.1108/EBHRM-08-2014-0019⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05588669

DOI: 10.1108/EBHRM-08-2014-0019

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