Search results for "promotions"
showing 3 items of 3 documents
Internal and External Hiring
2019
Using large-scale, linked, employer–employee, Finnish panel data, the authors examine firms’ internal versus external hiring decisions more comprehensively than has prior literature. The results show that vacancies in job hierarchies are filled more often by horizontal moves than by promotions. Most horizontal moves are external and within the same job functions, so that internally promoted workers face external competitors occupying higher job levels. Compared to internally promoted workers, external and internal horizontal hires have stronger observable ability indicators (e.g., education, experience, prior work history) but weaker job performance in the year preceding the transfer. Inter…
Essays on wages, promotions and performance evaluations
2017
This dissertation comprises four empirical research articles that use personnel data from a large university and worker-level panel data from Finland to examine the determinants of wages, promotions and employee performance evaluations. The first article employs personnel data to examine the importance of worker output and job seniority as predictors of employee performance evaluations and promotions. The results suggest that better-performing employees – with output measured both in absolute terms and relative to peers – were more likely to be assigned higher performance grades and had a higher probability of being promoted to more complex jobs than their peers with similar characteristics…
Long-Term Reward Patterns Contribute to Personal Goals at Work Among Finnish Managers
2016
The research addresses the impact of long-term reward patterns on contents of personal work goals among young Finnish managers ( N = 747). Reward patterns were formed on the basis of perceived and objective career rewards (i.e., career stability and promotions) across four measurements (years 2006–2012). Goals were measured in 2012 and classified into categories of competence, progression, well-being, job change, job security, organization, and financial goals. The factor mixture analysis identified a three-class solution as the best model of reward patterns: high rewards (77%), increasing rewards (17%), and reducing rewards (7%). Participants with reducing rewards reported more progressio…