Promotions, pay, performance ratings and quits
Solnick, Loren M.
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The study investigates the determinants of quits among professional and managerial employees of a large manufacturing firm. The major hypothesis is that the heterogeneity of the sample gives rise to non-competing groups, which have different promotion rates, and that the absence of promotion increases the probability of quitting. The theory is tested on a sample of about 8500 white males. Absence of promotion is found to significantly increase the probability of quitting. However, among more homogeneous subsamples of employees, defined by either major field of study or functional area of employment, the promotion effect is much smaller, and mostly not signifcant. The results support the basic thesis of the study, although the small size of some subsamples may have contributed to the lack of a significant promotion effect.
RightsThis publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.
NPS Report NumberNPS-54-86-013
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