This paper uses personnel data gathered from a large financial sector firm to examine the idea of biased contests. The pattern of scores attained by individual workers in performance ratings is used to explain the probability of subsequent promotion within the organisation. Initial empirical evidence is presented, which gives some support for the theory.
Barmby, T. and Bridges, S. (2003), "An analysis of the theory of biased contests in an organisational setting", International Journal of Manpower, Vol. 24 No. 7, pp. 836-843. https://doi.org/10.1108/01437720310502159Download as .RIS
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