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Supporting neurodivergent‐inclusive workplaces is an increasingly important consideration in Human Resource Management (HRM). While a strengths‐based approach to neurodivergence has been advocated, empirical evidence regarding the effectiveness of HRM practices that support high‐quality employment outcomes for neurodivergent people is lacking. Drawing on a nationally representative sample of over 25,000 people in the United Kingdom, we examine the influence of neurodivergence on multiple employment outcomes, including employment status, underemployment, employment precarity, job tenure, and hourly wages. We theorize and empirically examine how flexible‐ and homeworking practices moderate the effects of neurodivergence on employment outcomes. Our findings show that neurodivergent people are twice as likely to be in precarious employment and more than 10 times as likely to be in temporary employment compared to neurotypical people. Neurodivergent individuals are also significantly more likely to experience underemployment and have lower employment tenure; however, controlling for other factors, we find no significant differences in hourly wages. We find that flexible working practices can substantially improve employment outcomes for neurodivergent people, raising significant questions regarding the role of HRM in enabling more neurodiverse workplaces. We critically reflect on the implications of our findings for policy, practice, and future research. [ABSTRACT FROM AUTHOR]

Drawing on gender role and gender queuing theories, we employ a multi‐stage process model to investigate demand‐ and supply‐side drivers of gender promotion gaps and to explore variations in these gaps across different business units within an organization. Analyzing 9 years of personnel records from a multiunit European bank, we find that the gender promotion gap is influenced by both supply‐side and demand‐side factors. Specifically, women are less likely than men to express a motivation to change to a new job or move to a different unit within the bank. Those who do express such motivation are as likely as men to be reassigned to new roles, but their moves are less likely to constitute promotions than are men's moves. Furthermore, gender promotion gaps vary significantly within the organization itself. Business units with the most significant gaps are in regions that have fewer available organizational positions to move into, diminishing women's motivation to seek such moves, and have jobs with numerous incumbents, decreasing women's chances to get a new job or secure a promotion upon doing so. This study extends gender role theory by creating a unified theoretical model that incorporates both employee and employer gender role perceptions as drivers of promotions. It contributes to gender queuing theory by demonstrating the theory's relevance to promotion outcomes. [ABSTRACT FROM AUTHOR]

Global corporations face a significant challenge in addressing the lack of green innovation. Thus, this study develops a conceptual model to unveil the role of leader competencies in "smart technology, artificial intelligence, robotics, algorithms" (STARA) in promoting employees' green innovative behaviors. The study strives to analyze the mediating effect of green crafting behavior on the impact of leader STARA competencies on green innovative behavior. Additionally, the study tests the moderating roles of STARA awareness and employee promotion focus on the relationship between leader STARA competencies and green crafting behavior. Data were collected from 319 employees to test the proposed conceptual model using structural equation modeling. Findings reveal that leader STARA competencies drive employee green innovative behavior through green crafting behavior. Furthermore, STARA awareness and employee promotion focus moderate the influence of leader STARA competencies on green crafting behavior. Our research develops practical implications to improve leaders' STARA competencies, which could impact employees' green innovative behaviors. [ABSTRACT FROM AUTHOR]

During the COVID pandemic, some commentators thought that early career researchers (ECRs) would become a 'lost generation'. Yet the Harbingers (H‐2) longitudinal study, which followed ECRs for 2 years during the pandemic found that ECRs took things in their stride. More than 2 years on, we returned, as part of the AI stage of the Harbingers study (H‐3), to see what has transpired and interviewed nearly 70 ECRs from six countries as part of an exploratory study. We found that: (1) only one in six ECRS thought they were suffering from the residual impacts of the pandemic, with increased workload creating the greatest stress; (2) working remotely, digitally and more flexibly was thought by many to be the biggest dividend delivered, making the job more desirable and competitive; (3) an apparent growth in jobs and promotions (tenures) confirmed the bounce‐back. Given the modest size of the study, analysis by country has to be undertaken with caution, but China, where political and economic factors have stifled any bounce‐back, stands out for special attention in a future full‐blown study. Finally, the study yielded informed and considered views that the long‐term impact of the pandemic appears to be beneficial rather than disadvantageous. [ABSTRACT FROM AUTHOR]

Status difference is prevalent within working groups, profoundly influencing employees' perceptions and behaviours towards coworkers and their groups. Despite this ubiquity, exploring the effects of status difference within groups remains relatively underexamined. Drawing on social identity theory, this study examined how and when horizontal status difference (i.e., status comparison between a focal employee and his/her peers) and vertical status difference (i.e., status comparison between a focal employee and his/her leader) influence employees' perceived insider status and proactive behaviour. Results from 421 employees across 113 working groups indicated that horizontal status difference was positively related to perceived insider status, but vertical status difference had a curvilinear effect on perceived insider status. Furthermore, perceived insider status significantly mediated the impact of horizontal and vertical status differences on proactive behaviour. We also demonstrated that promotion criteria significantly moderated the relationship between horizontal status difference and perceived insider status; in particular, this relationship was stronger when organizations used a relative rather than an absolute promotion criterion. [ABSTRACT FROM AUTHOR]

Promotions, as a part of organizational incentive and reward systems, can motivate employees to perform well and to increase commitment to their firms. But very little is known about why and when promotion failure influences employees' subsequent responses. Integrating social‐cognitive theory and the cognitive appraisal theory of emotion in justice literature, we investigated the effect of promotion failure on employees' work engagement through cognitive and emotional processes and the moderating effects of perceived promotion fairness. Employing two survey studies (Study 1 and Study 2) and an experimental study (Study 3), we found that: (1) promotion failure was negatively related to self‐efficacy and positively associated with anger; (2) promotion failure was negatively related to work engagement through reduced self‐efficacy and elevated anger; (3) promotion perceived to be fair amplified the negative effect of promotion failure on employee self‐efficacy but mitigated its influence on anger; (4) promotion fairness perception strengthened the indirect negative relationship between promotion failure and work engagement through self‐efficacy but weakened this indirect relationship via anger. Our work contributes to promotion and justice literature and enlightens practitioners about how to manage promotion practice. [ABSTRACT FROM AUTHOR]

Drawing upon social comparison theory, we investigated the influencing mechanism between relational job crafting and workplace loneliness and its boundary condition. A multiple-source, multi-wave field study was conducted with data collected from 267 employee-peer dyads in three Chinese firms. The results showed that there is an inverted U-shaped relationship between promotion-oriented relational crafting and loneliness via peer social undermining. Meanwhile, preventionoriented relational crafting is positively related to loneliness through peer social undermining. Moreover, impression management motive moderates the inverted U-shaped relationship between promotionoriented relational crafting and peer social undermining. Implications of these findings are discussed. [ABSTRACT FROM AUTHOR]

Performance appraisal requires interactions between managers and employees and as such can be highly sensitive to differences in cultural values. This can be challenging when multinational enterprises (MNEs) are active across different institutional contexts, particularly when operating in the culturally complex Middle East and North Africa (MENA) region. In this qualitative study, we apply institutional theory to explore how performance appraisal practices are implemented and internalized in MNE subsidiaries in the MENA region through manager–employee interactions. A total of 117 interviews were conducted with different headquarter and subsidiary stakeholders (managers and employees) of four French MNEs operating in Lebanon and Tunisia. The findings indicate that, during implementation, performance appraisal criteria, evaluation, and feedback were adapted based on socio‐cultural values to achieve internalization. Such values include the emotional relationship between managers and employees, the fear of losing face, high power distance, the desire to avoid confrontation, and high‐context communication. Insights for future research are presented regarding the viability of MNEs operating in the MENA region implementing corporate performance appraisal practices. [ABSTRACT FROM AUTHOR]

With increased globalization, multinational enterprises (MNEs) have become pervasive in emerging economies such as India. Given that employee performance is multidimensional and culture‐bound, the management of performance in MNEs is very critical for the successful implementation of their business strategy. We focus on promotions and incentives as they are considered the two crucial aspects of any performance management system. Based on a multisource, temporal study spanning over 19 months, we tested the interaction effect of promotion and annual incentive on employee outcomes. We conducted interviews of 15 senior officers in phase 2 to understand the inconsistencies in our findings. The contribution of the study to industry and academia are discussed. [ABSTRACT FROM AUTHOR]

The article discusses research which explored the preparedness and needs of program directors (PD) in geriatric medicine. Cited are the topics included in an anonymous, voluntary electronic survey of participants asking for input on PD transition experiences, how the respondents rate the quality of their transition experience, and the perception of PD with handoffs.

Introduction: The literature cites many factors that influence a nurse's decision when choosing their workplace. However, it is unclear which attributes matter the most to newly graduated nurses. The study aimed to identify the relative importance of workplace preference attributes among newly graduated nurses. Design: A cross‐sectional study. Methods: We conducted an online survey and data were collected in June 2022. A total of 1111 newly graduated nurses in South Korea participated. The study employed best–worst scaling to quantify the relative importance of nine workplace preferences and also included questions about participants' willingness to pay for each workplace preferences. The relationships between the relative importance of the workplace attribute and the willingness to pay were determined using a quadrant analysis. Results: The order according to the relative importance of workplace preferences is as follows: salary, working conditions, organizational climate, welfare program, hospital location, hospital level, hospital reputation, professional development, and the chance of promotion. The most important factor, salary, was 16.67 times more important than the least important factor, the chance of promotion, in terms of choosing workplace. In addition, working conditions and organizational climate were recognized as high economic value indicators. Conclusion: Newly graduated nurses nominated better salaries, working conditions, and organizational climate as having a more important role in choosing their workplace. Clinical Relevance: The findings of this study have important implications for institutions and administrators in recruiting and retaining newly graduated nurses. [ABSTRACT FROM AUTHOR]

This study contributes to human capital resource literature by providing a robust and theoretically grounded examination of the relationship between unit‐level tenure and performance. We (a) posit and test the notion of a positive nonlinear relationship between aggregate tenure and labor productivity and (b) expand the current conceptualizations of unit‐level tenure to examine the joint and interactive effects of aggregate tenure and tenure dispersion on labor productivity. Utilizing time‐lagged data collected from a field‐sample of 514 college bookstores, we report findings suggesting that unit‐level aggregate tenure has a positive but nonlinear relationship with labor productivity such that increasing tenure beyond an optimum point produces diminishing returns. These results are replicated in a second study conducted with a cross‐sectional sample of 727 service organizations in the United States. Further, our findings indicate that tenure dispersion is negatively related to labor productivity but positively moderates the relationship between aggregated tenure and labor productivity. [ABSTRACT FROM AUTHOR]

The article focuses on the importance of teamwork in academic promotion, drawing an analogy to sports, particularly basketball, where the concept of "pointing to your passer" emphasizes the value of recognizing those who contribute to your success. It discusses the crucial role that mentors, colleagues, and institutional support play in achieving academic milestones, particularly for women and underrepresented groups in emergency medicine.

In this study, we propose that manager job insecurity will moderate the nature of the relationship between perceived overqualification and employee career‐related outcomes (career satisfaction, promotability ratings, and voluntary turnover). We tested our hypotheses using a sample of 124 employees and 54 managers working in a large holding company in Ankara, Turkey, collected across five time periods. The results suggested that average perceived overqualification was more strongly, and negatively, related to career satisfaction of employees when managers reported higher job insecurity. Furthermore, employee perceived overqualification was positively related to voluntary turnover when manager job insecurity was high. No direct or moderated effects were found for promotability ratings. Implications for overqualification and job insecurity literatures were discussed. [ABSTRACT FROM AUTHOR]

We developed and tested a research model in which employee well‐being human resource (HR) attribution differentially influences the intention to change jobs across organizations (i.e., external job change intention) versus that within the same organization (i.e., internal job change intention). Furthermore, we posited that task idiosyncratic deals (I‐deals) moderated the relationships between employee well‐being HR attribution and external and internal job change intentions. Results indicated that employee well‐being HR attribution was negatively related to external job change intention, but positively related to internal job change intention. Further, task I‐deals significantly moderated the relationships between employee well‐being HR attribution and external and internal job change intention. Specifically, employee well‐being HR attribution played a less important role in reducing external job change intention when task I‐deals were high rather than low. On the other hand, high task I‐deals significantly strengthened the positive relationship between employee well‐being HR attribution and internal job change intention. Our study extends the careers literature by differentiating the impact of employee well‐being HR attribution on job change intentions within an organization compared with that across organizations and the important role of supervisors in enhancing or mitigating these effects. [ABSTRACT FROM AUTHOR]

With supply chains targeting increased efficiency, leadership behaviors are critical in influencing the employee experience, and thus the success of employees in organizations. Yet, behavioral work withdrawal, e.g., lateness and absenteeism, among frontline logistics employees is an acute challenge, estimated to contribute millions annually in related costs such as overtime or temporary workers. Our work seeks to capture potential causes for these withdrawal behaviors in the logistics supply chain. Extending prior work on regulatory focus theory, we propose that behavioral work withdrawal depends on fit or misfit between leadership behavior and the follower's regulatory focus. Leadership behaviors appealing to opportunities and growth (i.e., inspirational styles) are likely effective at reducing withdrawal for employees high in promotion focus, while behaviors appealing to accuracy and avoiding errors or failure (i.e., management‐by‐exception styles) are likely effective at reducing withdrawal for employees high in prevention focus. We combine survey and archival data to test our moderation hypotheses. Support is found for the fit perspective, confirming that no single leadership behavior is consistently better at reducing withdrawal, yet attentiveness to this perspective is critical as misfit increases withdrawal. These findings can help reduce overtime, employee burnout, and service delays and allow managers to reduce associated costs. [ABSTRACT FROM AUTHOR]

Stress can elicit both positive and negative impacts on cognition. Less is known about whether and how daily stressors are associated with perceived cognitive performance in healthcare workers. We examined daily associations between stressors and perceived cognitive performance in nurses and whether these associations differed by age or nursing tenure. Using 14‐day smartphone‐based ecological momentary assessment, 60 inpatient nurses at a U.S. cancer hospital reported the frequency and severity of daily stressors (e.g., arguments, accidents). Each day, participants subjectively evaluated their mental focus, memory, and processing speed. Multilevel modelling examined the within‐ and between‐person associations of daily stressors with cognitive performance. More stressors were associated with poorer perceived cognitive performance at both within‐ and between‐person levels for both daily stressor frequency and severity. For moderation by age, the within‐person stressor severity—cognitive performance relationship was only significant for nurses who were younger, but not for those who were older. Similarly, the within‐person associations of daily stressor frequency and severity with cognitive performance were only significant for nurses with a shorter tenure. Findings suggest daily stressors may degrade perceived cognitive performance in nurses and the impact may be stronger for those who are younger or with less experience on the job. [ABSTRACT FROM AUTHOR]

Can older managers overcome stereotypes relating age to low competence? We integrate the literature on age and cognitive ability with research on innovation to explore whether—and if so, when—employees' age harms performance and promotability appraisals made by their supervisors. Multisource, time‐lag data from 305 project managers indicate that the negative stereotypes can be explained through decreased innovative behavior. However, older employees are not always seen as poorer performers with less potential to be promoted due to their reduced innovative behavior. Rather, interdepartmental collaboration moderates these effects. Specifically, older employees with low interdepartmental collaboration are less innovative and receive worse performance and promotability appraisals than younger employees, but the "age handicap" vanishes when older employees collaborate with members of other departments. Organizations should foster formal or informal collaboration among units to prevent negative consequences of an aging workforce. [ABSTRACT FROM AUTHOR]

Blissett and O'Sullivan contend that workplace learning environment contributes to learners devaluing administrative tasks and, as such, must be considered in strategies to promote a physician‐as‐manager identity. [ABSTRACT FROM AUTHOR]

This article provides the first analysis of gendered promotion issues for cabinet ministers using most‐similar systems design for three "Westminster‐style" governments: Australia, Canada, and New Zealand. Using individual‐level data and controlling for biographical, institutional, and country effects we find, in common with earlier literature, that women are more likely to be given less prestigious cabinet posts and be assigned to "feminine" portfolio. Using both sequence and event history analysis, we see the careers of men and women starkly diverge. We find that women are less likely to be promoted than men but find no relationship between prestigious portfolio and promotion. However, feminine portfolio assignments decrease the promotion prospects for women yet increase them for men. [ABSTRACT FROM AUTHOR]

Previous research on the relationship between empowering leadership and employee creativity has found mixed results, calling for more research to explore alternative mechanism and boundary conditions in this relationship. In this research, drawing on regulatory focus theory and social role theory, we propose that empowering leadership has a positive relationship with employee creativity through employee promotion focus and that this relationship is stronger for male (vs. female) leaders and for female (vs. male) employees. We conducted a multi‐source survey study and a vignette experiment to test our theoretical model. Results across these two studies supported our hypotheses. Our findings offer implications for research and practice regarding empowering leadership and creativity. [ABSTRACT FROM AUTHOR]

The article provides information on solving the complex problem of faculty evaluation, a form of teaching evaluation by the students regarding the teaching effectiveness of the teacher. Topics include study finding on the lack of correlation between student learning and faculty evaluation, effects of negative feedback in faculty evaluation, and lessons learned from the activity.

This study investigates the role of perceived riskiness in senior leadership selection decisions. Perceived riskiness is defined as the degree of uncertainty and the significance of the outcomes from the selection decision. Hypotheses that perceived riskiness is a mediator between a candidate's qualifications and selection as well as salary offer, and that gender moderates those relationships, were examined through structural equation modeling and logistic regression. A sample of 253 individuals with prior experience in hiring and promotion decisions responded to an online survey where they read a job description and candidate profile summary of one of the following: a highly qualified female, a highly qualified male, a moderately qualified female, or a moderately qualified male. The results demonstrated a complementary mediating effect of perceived riskiness between a candidate's qualifications and their selection, and between a candidate's qualifications and their salary offer. In addition, gender moderates the pathway from qualifications to perceived riskiness in that highly qualified women were perceived as less risky for senior leadership than highly qualified men, while moderately qualified women were seen as riskier for senior leadership than moderately qualified men. We offer recommendations for human resource professionals and hiring managers to recognize and mitigate the perceived riskiness of women in the selection process for senior leadership roles. [ABSTRACT FROM AUTHOR]

Background: Disparities in salary and advancement of emergency medicine (EM) faculty by race and gender have been consistently demonstrated for over three decades. Prior studies have largely focused on individual‐level solutions. To identify systems‐based interventions, the Society for Academic Emergency Medicine (SAEM) formed the Research Equity Task Force in 2018 with members from multiple academies (the Academy of Academic Chairs in Emergency Medicine [AACEM], the Academy of Academic Administrators in Emergency Medicine [AAAEM], the Academy for Women in Academic Emergency Medicine [AWAEM], and the Academy for Diversity and Inclusion in Emergency Medicine [ADIEM]) and sought recommendations from EM departmental leaders. Methods: The task force conducted interviews containing both open‐ended narrative and closed‐ended questions in multiple phases. Phase 1 included a convenience sample of chairs of EM departments across the United States, and phase 2 included vice‐chairs and other faculty who lead promotion and advancement. The task force identified common themes from the interviews and then developed three‐tiered sets of recommendations (minimal, target, and aspirational) based on participant responses. In phase 3, iterative feedback was collected and implemented on these recommendations from study participants and chairs participating in a national AACEM webinar. Results: In findings from 53 interviews of chairs, vice‐chairs, and faculty leaders from across the United States, we noted heterogeneity in the faculty development and promotion processes across institutions. Four main themes were identified from the interviews: the need for a directed, structured promotion process; provision of structured mentorship; clarity on requirements for promotion within tracks; and transparency in salary structure. Recommendations were developed to address gaps in structured mentorship and equitable promotion and compensation. Conclusions: These recommendations for AEM departments have the potential to increase structured mentorship programs, improve equity in promotion and advancement, and reduce disparities in the AEM workforce. These recommendations have been endorsed by SAEM, AACEM, AWAEM, ADIEM, and AAAEM. [ABSTRACT FROM AUTHOR]

Drawing upon the conservation of resources theory, we developed and tested a moderated mediation model linking domestic intimate partner aggression ( IPA) to job performance and career advancement. Our model posits that the indirect relationship between IPA and career advancement via in-role performance and organizational citizenship behaviors ( OCBs) is moderated by perceived organizational support ( POS). Overall, multisource and multiwave data obtained from two independent samples of employed women from the Philippines supported our predictions. Specifically, results suggest that: (1) IPA was negatively associated with supervisor-rated in-role performance and OCBs; (2) there was a stronger negative relationship between IPA and in-role performance and OCBs for employees with low as opposed to those with high levels of POS; and (3) the conditional indirect effects of IPA in predicting supervisor-rated promotability and actual promotion via in-role performance and OCBs were stronger under conditions of low as opposed to high POS. Implications for theory and practice are discussed. © 2016 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

Decreasing research and development (R&D) can impair the ability of firms to remain innovative in the long run. CEOs have been accused of curtailing R&D investments as they approach expected retirement, yet received findings on R&D investment behaviors of late-career CEOs are mixed. We argue that one reason for these inconsistent findings could be that traditional approaches overlook the fact that CEOs are not isolated agents in making R&D decisions. We build on the premise that CEOs interact with their top management team ( TMT) when shaping R&D strategy and advance a contextualized view of CEO dispositions in their late career stages as being constrained or enabled by their TMT. We hypothesize that some TMT attributes (e.g., tenure and age) may amplify, whereas others (e.g., functional experience and education) may mitigate inclinations to reduce R&D. Our findings, based on a longitudinal sample of 100 US manufacturing firms from 1998 to 2008, provide nuanced insights into how different TMT characteristics influence CEO-TMT dynamics, with TMT age and TMT tenure playing particularly pronounced roles. We discuss implications of our CEO-TMT interface approach for theory and practice. © 2015 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

We analyze an economy in which workers compete over promotion to one of a fixed number of high‐paying jobs. Hence, the probability of obtaining a promotion to such a job is a function of the worker's own ability and level of schooling as well as her/his rival's. In such an economy, a new reason for acquiring human capital emerges, obtaining an edge over potential rivals for desirable jobs. We discuss the implications of this new incentive to acquire human capital and show that low‐ability workers overinvest while high‐ability workers underinvest in schooling. [ABSTRACT FROM AUTHOR]

This study examines early career outcomes (i.e., tenure and promotion) of the Economics Ph.D. class of 2008. We find that female economists are less likely (by up to 15.8%) to have received tenure and promotion 8 years post‐graduation compared to males in the same cohort. The gender gap becomes more pronounced (e.g., 36.5% less likely to receive tenure/promotion) among individuals of foreign origins working in the United States. In addition, we find a similar gender bias regarding whether an individual remains on tenure‐track positions since the initial job placement in 2008. Adding to the literature, our analysis sheds light on the gender gap in the Economics profession from a broad international perspective. [ABSTRACT FROM AUTHOR]

This paper offers a more nuanced analysis of employee promotion decisions; specifically, how they are affected by firm size, gender and stages within the business cycle. Drawing on data from Portugal, we find that during times of adverse macroeconomic conditions, promotion prospects in all firms decline. Within large firms, women are more likely to be promoted during economic downturns, reflecting the 'glass cliff' hypothesis. In small and medium‐sized enterprises (SMEs), overall promotion rates are less affected by adverse economic conditions, however, women are less likely to attain promotions. Our results emphasize the importance of market volatility and firm heterogeneity in promotion and importantly, reveal differing forms of gender discrimination. In large firms women are, in effect, afforded greater responsibility for the effects of market volatility whilst SMEs invest more confidence in male employees to manage during crises. [ABSTRACT FROM AUTHOR]

Job satisfaction helps create a committed workforce with many positive effects, such as increased organisational citizenship behaviour and reduced absenteeism. In turn, job satisfaction can be increased through gratifications, such as wage increases and promotions. But human satisfaction is prone to being governed by the homeostatic principle and will eventually return to the individual's base level. Thus, we longitudinally examined the effects of promotions to managerial positions and pay raises on job satisfaction across a period of 27 years. Our analyses were based on a large‐scale representative German panel (N = 5978 observations) that allowed us to separate the effect of a promotion from the effect of the corresponding wage increase. We found that promotions positively affected job satisfaction in the short term but diminished after 1 year. Furthermore, the influence of a promotion on job satisfaction was more pronounced for men than for women. [ABSTRACT FROM AUTHOR]

In our model where career concerns take the form of promotion, managers use projects and effort to influence the labor market beliefs regarding their ability. We show that managers consider how projects affect the extent to which posterior beliefs can differ from initial beliefs, the precision of posterior beliefs, and equilibrium implementation effort costs. The following results obtain. Although projects differ only in terms of the information they reveal, equilibrium implementation effort costs can reverse project choices. More informative projects can induce lower effort despite the learning effect identified by Holmströmm's paper (1999). Regardless of the attractiveness of promotion, equilibrium effort is insufficient at either end of the reputation distribution. Finally, good (respectively, bad) reputation managers sometimes choose the more informative (respectively, less informative) project. [ABSTRACT FROM AUTHOR]

This study employs personnel data from a large university to examine how supervisors utilize information on employees' job performance in promotion decisions. The study shows that better‐performing employees are rewarded with promotions as a higher output of peer‐reviewed publications and better quality of research output are associated with a higher probability of being promoted. The study also shows that supervisors compare their subordinates' job performance when deciding on promotions: employees who outperform their colleagues in terms of research output and research quality are more likely to be promoted. Subsequently, the study provides evidence to support the key premise of the tournament theory that promotions depend on relative comparisons of employees' performance. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this study was to assess the extent to which academic promotion and tenure (APT) criteria and guidelines in schools of nursing recognize predatory publishing. This assessment included an analysis of APT documents looking specifically for guidance about predatory publications by faculty in schools of nursing. Design: This study used a cross‐sectional, descriptive design and was conducted in 2020. Methods: A mixed methods approach was used to collect data from two sources. Data were extracted from APT documents for 92 research‐intensive universities found online and specifically focused on documents for universities and for schools of nursing in the United States. Interviews were conducted with a subsample of academic administrators (n = 10) from selected schools. Findings: The majority (57%; n = 50) of APT documents reviewed addressed quality of the journals in which faculty publish. However, very nonspecific terms, such as "high quality" or "peer reviewed" were used. None of the documents reviewed (n = 88) included any reference to predatory journals. Deans who were interviewed validated the analysis of the APT documents. While most deans reported faculty were aware of predatory journals and the risks of publishing in them, formal guidelines for consequences for publishing in predatory journals were not developed or available. Conclusion: This study examined how schools of nursing in research‐intensive universities address the issue of predatory journals. APT criteria do not provide guidance to faculty and promotion and tenure committees about issues related to predatory publications as low‐quality publication outlets. Recommendations for APT committees, mentors, and faculty are provided. Clinical relevance: Clinicians rely on researchers, many of whom are faculty, to publish rigorous studies that produce evidence they can translate into practice. One measure of the quality of a study's findings is where the paper is published and reflects the level of peer review it has been through. Faculty who publish in predatory journals may not have had their work reviewed by experts; evidence produced may or may not be adequate for translation to guide nursing practice. [ABSTRACT FROM AUTHOR]

By collecting the hometown information of financial officials, and the data of provincial governors and secretaries of the provincial Communist Party of China (CPC) in China from 2001 to 2017, we have proved the causality relationship among financial officials' hometown identity, financial development and the promotion of local officials. Empirical results show that financial officials' hometown identity significantly increases the promotion probability of provincial governors and secretaries of the provincial CPC committee. We also confirmed the positive relationship between financial officials' hometown identity and financial development. This may be because financial officials prefer their hometown when allocating financial resources. It is further found that financial development plays an intermediary role between the financial officials' hometown identity and local officials' promotion. [ABSTRACT FROM AUTHOR]

Introduction: Narcissistic individuals often rise to positions of influence, but how so? Upward mobility in formal hierarchies is frequently contingent upon supervisory evaluations. We examined the relation between employee narcissism and supervisor promotability ratings, testing predictions from the display of power perspective (narcissism will positively predict promotability due to higher perceived power) and impression management perspective (narcissism will positively predict promotability due to self‐promotion). Method: In two multisource studies involving employees and their supervisors from diverse organizations (S1: Nemployees = 166; Nsupervisors = 93; S2: Nemployees = 128; Nsupervisors = 85), we measured employee narcissism (S1, S2), employee sense of power, employee impression management tactics toward the supervisor (S2), and employee promotability as rated by supervisors (S1–S2). Further, in an experiment (S3: N = 181), we tested the causal effect of employee sense of power on promotability. Results: Results favored the display of power perspective. Although narcissism predicted both higher self‐promotion toward the supervisor and greater sense of power, it was the latter that explained the positive relation between employee narcissism and promotability ratings. Conclusion: Employees high on narcissism act as if they have more power in organizations, and thus, demonstrate behavior that would be expected in higher level positions. The findings help to explain narcissistic individuals' rise through the ranks. [ABSTRACT FROM AUTHOR]

Introduction: The underrepresentation of women among senior faculty members in medical education is a longstanding problem. The purpose of this international qualitative investigation was to explore women and men's experiences of attaining full professorship and to investigate why women remain underrepresented among the senior faculty ranks. Methods: Conducted within a social constructionist orientation, our qualitative study employed narrative analysis. Two female and two male participants working in medical education were recruited from five nations: Australia, Canada, the Netherlands, United Kingdom and United States. All participants held an MD or PhD. During telephone interviews, participants narrated the story of their careers. The five faculty members on the research team were also interviewed. Their narratives were included in analysis, rendering their experiences equal to those of the participants. Results: A total of 24 full professors working in medical education were interviewed (n = 15 females and n = 9 males). While some aspects were present across all narratives (ie personal events, career milestones and facilitating and/or impeding factors), participants' experience of those aspects differed by gender. Men did not narrate fatherhood as a role navigated professionally, but women narrated motherhood as intimately connected to their professional roles. Both men and women narrated career success in terms of hard work and overcoming obstacles; however, male participants described promotion as inevitable, whereas women narrated promotion as a tenuous navigation of social structures towards uncertain outcomes. Female and male participants encountered facilitators and inhibitors throughout their careers but described acting on those experiences differently within the cultural contexts they faced. Discussion: Our data suggest that female and male participants had different experiences of the work involved in achieving full professor status. Understanding these gendered experiences and their impact on career progression is an important advancement for better understanding what leads to the underrepresentation of women among senior faculty members in medical education. By showing promotion in medical education is shaped by ideologies that create different experiences for men and women, Varpio et al. offer insight into how we might reverse the underrepresentation of women in the field's highest ranks. [ABSTRACT FROM AUTHOR]

Literature about the politicization of civil service recruitment and promotion generally treats loyalty and competence as being mutually exclusive and considers politicization to have negative consequences. While these studies focus mainly on multi‐party democratic regimes, studies in other political settings like Vietnam show that the conventional wisdom is controversial. Under the sole control of the communist party, Vietnam's civil service recruitment and promotion are highly politicized, and yet it has become more merit‐based. By analyzing this distinctive trajectory, this research shows that the conventional understandings of politicization need to be reconceptualized to include the combination of political and merit‐based criteria and the intervention of the political party. Additionally, while problems with politicization are inevitable, potentially positive aspects of politicization in authoritarian regimes, including stronger political leadership, better responsive competency, and improving efficient governance, should not be overlooked. This research also contributes to studies about the effects of politicization on development in developmental states. [ABSTRACT FROM AUTHOR]

Using U.S. patent data, we wonder how examiners' career outcomes relate to aspects of the patenting process. We exploit longitudinal information about patents granted by a group of examiners between 1976 and 2006 and their yearly mobility between 1992 and 2006. We find consistent evidence from static, dynamic, and duration models of the importance of granting experience in specific technological fields, repeated interactions with the same inventor, and self‐citations in predicting departure or promotion. We find a positive (negative) association between self‐citation and likelihood of turnover (promotion) and a positive (negative) correlation between interaction with high (low) innovation firms and likelihood of turnover (promotion). [ABSTRACT FROM AUTHOR]

Integrating the dynamic self‐regulatory framework with the motivational self‐regulation perspective, we theorize and test how and when creative self‐efficacy increases individual creativity at the within‐person level. Conceptualizing creative process engagement as a self‐regulation effort, we theorize that creative process engagement mediates the within‐person effect of creative self‐efficacy on individual creativity. We further explore how creative self‐efficacy and chronic regulatory focus interact to affect the within‐person mediating effect. A sample of 145 R&D workers provided two monthly reports for their creative activities and experiences over 8 months. The findings provide empirical support for the hypothesized mediating mechanism. At the within‐person level, creative process engagement mediates the relationship between creative self‐efficacy and individual creativity. The results also show that chronic regulatory focus moderated the mediated relationship. Specifically, creative self‐efficacy is positively related to individual creativity for employees with a strong prevention focus and negatively related to individual creativity for employees with a strong promotion focus. [ABSTRACT FROM AUTHOR]

Despite strong evidence that individuals process stressor‐strain relationships differently, little attention in work–family conflict research has been given to moderating effects of core self‐evaluations (CSE). Integrating conservation of resources theory with work–family conflict and CSE research, we predicted that CSE has moderating effects between the relationships of work‐to‐family conflict (WFC) and voluntary turnover, job promotions, and physical health. We tested our predictions at two time points over a 14‐month period with a sample of 731 working mothers in Japan. Results confirmed that CSE moderated the relationships between WFC and voluntary turnover, job promotions, and physical health, such that respondents with higher CSE had lower degrees of voluntary turnover, higher degrees of job promotions, and lower degrees of health problems. This study helps clarify the inconsistent effects of WFC on voluntary turnover in previous research, expands on the limited research examining WFC and job promotion, and provides consistent evidence that CSE act as a moderator between WFC and outcomes. [ABSTRACT FROM AUTHOR]

Although the literature implies that rebelliousness can be a precursor of creative behaviour, this assumption has rarely been tested empirically. In the present study, we hypothesized that trait‐level rebelliousness may have an inverted U‐shaped relationship with creativity. Additionally, we expected that the effect is pronounced under two conditions, namely when individuals strive for success (i.e., high promotion focus) or when they are not failure‐avoidant (i.e., low prevention focus). We conducted a three‐wave weekly survey study among a heterogeneous sample of 156 employees. The results suggested that the expected non‐linear relation rebelliousness–creativity occurred under high promotion focus, but we did not find a direct link between rebelliousness and creativity. Furthermore, prevention focus did not moderate the non‐linear link. Additional analyses revealed that rebelliousness has a linear link with creativity when promotion focus is high and, at the same time, prevention focus is low. Our study reveals that rebelliousness in itself is not sufficient to unlock creativity. Instead, we uncover promotion focus as the condition that amplifies the link between moderate rebelliousness and creativity. Additionally, when employees simultaneously focus on promotion and refrain from prevention, the more rebellious they are, the more creativity they report. Practitioner points: Employee rebelliousness is not necessarily an obstacle for organizations; when displayed by employees who want to achieve positive outcomes, it can be a creative force.When employees are moderately rebellious, this can best be coupled with a high promotion focus, so that the potential for creativity is maximized.When employees are more than moderately rebellious, this can best be coupled with both high promotion focus and low prevention focus, so that the potential for creativity is maximized. [ABSTRACT FROM AUTHOR]

This study examines the effects of connections and economic performance on the promotion of Chinese city mayors. Our study differs from the published literature in four respects. First, this study covers a comprehensive data set, including 1,422 mayors from 284 prefecture‐level cities. The use of a large data set helps resolve mixed results of past studies. Second, we use a broader range of top leaders. Third, we apply a more comprehensive definition of connections than earlier studies. Finally, we examine the effects of the policy shift of the 11th 5‐year plan on promotion of mayors. Our results reveal that the performance of a city mayor assisted his/her promotion to party secretary before 2006 but not afterwards. However, a mayor's connection with five types of top leaders is helpful. Among the four types of connection, colleagueship is the most effective in expediting the promotion of mayors. Graduating from the same university and department is also helpful but to a lesser extent. Township connection is not useful. [ABSTRACT FROM AUTHOR]

Based on contradictory arguments about whether the frequency of the interactions between team managers and the teams they manage is positive or negative for teams, we hypothesize a curvilinear relationship. Focusing on positive team mood and based on the leadership literature and the conservation of resources theory, we hypothesize an inverted‐U‐shaped relationship. In addition, adding arguments from the substitutes for leadership theory, we propose that this curvilinear relationship is moderated by team potency and tenure. Hypotheses were tested using panel data collected in a sample of 55 work teams by means of hierarchical non‐lineal regression. Results show that, as expected, the relationship between the frequency of the interactions and positive team mood was curvilinear and moderated by team potency and team tenure. As expected, the curve became increasingly convex downward as team tenure increased. However, for team potency, the results were contrary to what was expected. The results have important implications for planning the frequency of managers' interactions with their teams, and they indicate the importance of considering team tenure and potency as contextual moderators. Practitioner points: Our study shows that the frequency with which team managers interact with team members to discuss work, organizational, and team functioning issues is a relevant predictor of positive team mood.More frequent interactions do not always foster positive team mood. Average interaction levels, as perceived by team members, are more effective than low or high levels.Managers should adapt the frequency of the interactions to the characteristics of the teams managed, particularly their tenure and potency. [ABSTRACT FROM AUTHOR]

Efforts to combat continuing gender inequalities in academia need to be informed by evidence about where differences occur. Citations are relevant as potential evidence in appointment and promotion decisions, but it is unclear whether there have been historical gender differences in average citation impact that might explain the current shortfall of senior female academics. This study investigates the evolution of gender differences in citation impact 1996–2018 for six million articles from seven large English‐speaking nations: Australia, Canada, Ireland, Jamaica, New Zealand, UK, and the USA. The results show that a small female citation advantage has been the norm over time for all these countries except the USA, where there has been no practical difference. The female citation advantage is largest, and statistically significant in most years, for Australia and the UK. This suggests that any academic bias against citing female‐authored research cannot explain current employment inequalities. Nevertheless, comparisons using recent citation data, or avoiding it altogether, during appointments or promotion may disadvantage females in some countries by underestimating the likely greater impact of their work, especially in the long term. [ABSTRACT FROM AUTHOR]

The article focuses on the concept of gender equity to be considered for tenure and promotion during the coronavirus crisis. Topics discussed include influence of inequalities on women's career, visibility of gender differences in productivity, physical disruptions caused by the pandemic and faculty research during coronavirus period.

Waldman shows that under the assumption that prospective employers observe whether a worker was promoted, but cannot observe his ability, the promotion policy is inefficient. In the current paper, we show that human capital acquisition made after the players (both worker and employer) observe the worker's ability reduces this inefficiency, even though such an investment is not optimal in some setups. [ABSTRACT FROM AUTHOR]

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In a multitask, market‐based promotion tournament model, under different environments concerning employer learning about worker ability, it is shown that: (a) asymmetric learning in multitask jobs is a necessary condition for "strategic shirking" (i.e., underperforming on certain tasks to increase the promotion probability); (b) when learning becomes increasingly symmetric on one task, the effort allocated to that task could increase or decrease, but effort on the other task increases; (c) strategic shirking does not occur in equilibrium in single‐task models; and (d) promotions signal worker ability even when there is symmetric learning on one task, if learning is asymmetric on another. [ABSTRACT FROM AUTHOR]

Using a nationally representative sample of workers in the United States, we find evidence to suggest the wage returns to promotions for black males are about 48 per cent of the wage returns that white males earn. As black males earn, on average, significantly less than white males, the gap in the wage returns to promotions creates a larger impact on the absolute returns. Despite the racial gap in the monetary reward to a promotion, we do not find evidence to suggest that black males are less satisfied with their job following a job promotion compared with white males. [ABSTRACT FROM AUTHOR]

Organizations often communicate seemingly paradoxical strategic imperatives to their employees that reflect a focus on promotion (take risks) and prevention (be prudent), as outlined by regulatory focus theory. When consistently emphasized and reinforced in an organization, these strategic inclinations can emerge as divergent climates for promotion and prevention that cloud the organization's perceived identity and reduce collective organizational commitment among employees. With a coherent organizational identity acting as both a sensemaking tool and a means of potential self‐enhancement for employees, we use social identity theory to hypothesize that similarly emphasized promotion and prevention climates are negatively related to employees' collective organizational commitment and indirectly, negatively related to organizational productivity. We test our hypotheses in a sample of 107 manufacturing organizations, using polynomial regression with response surface analysis to examine how similarly emphasized promotion and prevention climates relate to collective commitment and organizational productivity. Our analyses reveal that as organization‐level promotion and prevention climate scores became more similar, collective organizational commitment decreases. Furthermore, we find that similarly emphasized promotion and prevention climates are negatively related to organizational productivity via collective commitment. We reconcile these findings with the organizational paradox and ambidexterity literatures and implicate promising avenues for future research. [ABSTRACT FROM AUTHOR]