This research investigated whether the perceived fairness of promotion practices depends primarily upon the outcome of the decision-making process for employees, the perceived nature of promotion policies and their administration, or both. Data from 121 managers and assistant managers in a decentralized restaurant company indicated that managers' judgments regarding procedural components contributed a significant increment in predicting perceived promotion system fairness over and above the contribution of distributive variables.

This research investigated the extent to which employees' willingness to engage in self-development as a career management strategy can be accounted for by their self-reported skill deficiencies, perceived promotion opportunity, organizational commitment, or age. Data from 98 ethnically heterogeneous employees occupying low level administrative or high level clerical and technical positions indicated that younger employees and those who expressed a high level of organizational commitment were more willing to engage in self-development in order to prepare themselves for higher levels of organizational responsibility than were other employees with equivalent managerial career aspirations.

The article presents information on a study which examined the effects of experience on the performance of managers in the early stages of their careers. Details are presented related to the measur...

This research examined the influence of perceived competence in moderating the relationship between role clarity and the job performance of employees. Data from 340 lower level managers were used to test two competing hypotheses. Results indicate that perceived competence moderates the relationship between role clarity and the job performance of employees. The job performance of employees is a joint function of their perceived competence and the role clarity they experience. Consistent with a situational-constraints perspective on work performance, the job performance of more competent employees is more strongly affected by the role ambiguity they face than is that of their less competent counterparts. The alternative, ability/adaptability, hypothesis did not receive support. Implications of the findings for future research and for remedial action by organizations are discussed.