A field study of employees' attitudes and behaviors after promotion decisions.

The impact of promotion decisions on equity, commitment, and behavioral outcomes was examined in a field setting. Workers in a service company who submitted their candidacy for promotion to either department or division heads were compared with their noncandidate counterparts (total N?=?191). Ss completed surveys after promotion decisions were made. In addition, measures of the Ss' lateness and absence before and after the promotion were available. Data analyzed by level of position (department vs division) and promotion decision (promoted, not promoted, and control) indicated that promotions resulting from self-initiated candidacies might actually produce undesirable outcomes. Failure to get a promotion was associated with feelings of inequity, a decrease in commitment, and an increase in absenteeism; positive promotion decisions increased commitment. Theoretical and organizational implications are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)