HRM practices and post-promotion managerial performance

Vathsala Wickramasinghe and Melanie Samaratunga

Evidence-based HRM, 2016, vol. 4, issue 2, 144-161

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: Human resource management (general); Post-promotion performance (search for similar items in EconPapers)
Date: 2016
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Persistent link: https://EconPapers.repec.org/RePEc:eme:ebhrmp:v:4:y:2016:i:2:p:144-161

DOI: 10.1108/EBHRM-08-2014-0019

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