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

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.

Citation

Wickramasinghe, V. and Samaratunga, M. (2016), "HRM practices and post-promotion managerial performance: Subordinates’ perspective", Evidence-based HRM, Vol. 4 No. 2, pp. 144-161. https://doi.org/10.1108/EBHRM-08-2014-0019