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Promotions are an important aspect of the careers in managerial accounting. Review of the literature on promotions reveals that the decision‐making process is open to bias due to characteristics of ratees and raters, as well as possible political influences. Such flawed decision making may be due in part to the inherent ambiguity in rating performance of managers. Rough set rules are developed from an decision‐making example in which performance data is used in the decision to promote managers. Implications of incorporating these rules into expert systems used for promotions decisions are presented.

This study describes one university’s effective management process for identifying dispositions of pre‐service teacher candidates. Identification of specific dispositions was solicited from university professors, pre‐service teachers, practicing teachers, professors, and administrators through 221 surveys, and was analyzed through the Delphi method. To evaluate if the teachers at differing levels similarly valued identified dispositions (i.e. professors, pre‐service, practicing, elementary, high school) a Pearson chi‐square analysis was conducted. Findings from this analysis showed that there was not a significant difference between the dispositions valued by various groups. This led to the development of an instrument to measure and monitor the dispositions of pre‐service teachers. A monitoring system to provide managers with a process to assist pre‐service teachers in improving areas of weakness was then developed.

Much research has been directed towards women in management over the past 20 years. Results show that, despite progress being made towards gender equality as to career opportunities, there are still real differences between the sexes in career development and entry to top management levels. Contemporary thinking (Evetts, 1993) suggests that gender‐related research should focus on the development of women’s career prospects in terms of promotion once organizational or professional entry has been established. In line with this, the study reported in this paper (n = 846) was designed to examine and evaluate the potential and actual gender differences in the perception of appraisal systems and career development. Using a closed questionnaire measuring relevant demographic variables and ensuring control of others (educational background, salary, age, tenure, gender, hierarchy level) a number of motivational and attitudinal variables (needs for achievement, control, organizational, job and career satisfaction, organizational commitment) were identified as being relevant to self, peer and manager appraisal processes. Results suggested that gender differences in the reported evaluation of such systems may be detected. Gender variances were found in the cognitive bases of employee work‐oriented attitudes and these were reflected through measures of perceptions of the utility and relevance of formal organizational appraisal systems. Overall, the results indicated that females and males use different information bases when evaluating performance appraisal systems.

This article aims to examine the criterion‐related validity of two sets of commonly used measures of organizational justice.

Regression‐based dominance analysis is used on self‐report data provided by 214 working college students.

The three‐dimension measure of organizational justice by Moorman was compared to the four‐dimension measure of Colquitt in the prediction of Colquitt's own outcomes. Results suggest that Moorman's measures may dominate Colquitt's measures on some outcomes.

Practitioners are urged to give renewed consideration to Moorman's scales when predicting outcomes, as it appears that this three‐factor measure of organizational justice may outperform the four‐factor measure in some instances.

Organizations may find Moorman's parsimonious representation of justice more useful than Colquitt's version for explaining the nuances of perceptual differences regarding fairness and justice in the workplace.

This study is, to the authors' knowledge, the first to compare Colquitt's measures of justice with Moorman's measures on a subscale‐by‐subscale basis.

This paper seeks to summarize the development of a systematic approach to assessing executive potential by studying a major medical device manufacturer that aimed at substantially increasing its pipeline of candidates for top executive positions through programs designed to identify and assess high potential leaders.

The study illustrates a range of issues pertinent to developing integrated approaches to succession planning, including identification of criteria suitable to the culture of the organization and its strategic challenges, sound assessment of candidates and integration of program efforts with development needs of high potential managers. The approach developed in the case provided consistent criteria for assessing leadership potential in a global corporation and relied on methods derived from assessment centers.

Events of the case led to the development of systematic and integrated processes promoting succession planning and executive development. The program has been well received by high potential managers and seems to have yielded benefits in retention of top executive talent.

Since program development, 64 percent of candidates nominated with high degrees of confidence have been promoted and 70 percent have experienced either functional or cross‐business‐unit moves – compared with a 20 percent promotion rate and a 38 percent attrition rate for individuals not participating in the process.

The paper discusses the events that led to the development of systematic and integrated processes promoting succession planning and executive development.

Inter‐rater agreement in a peer performance evaluation system was analyzed using a sample of 44 individuals who rated focal persons in seven teams. Objective information concerning individual performance on multiple choice tests, as well as information gleaned from individual contributions to team testing and team graded exercises, resulted in high inter‐rater reliabilities (assessed via ICCs) and strong criterion related validity for the performance evaluation instrument. A discussion centers on the effect of providing objective job performance information to evaluation participants.

This study examines whether managerial capability fit between line managers, middle managers and top-level managers enhances effectiveness.

Effectiveness data and managerial capability ratings from more than 1,600 manager–supervisor dyads were collected in the United States and Germany. Polynomial regression was used to study the relation between manager–supervisor fit and managerial effectiveness.

Our results indicate that the fit of managerial capabilities between a manager and his/her supervisor predicts the effectiveness of this manager. The most effective managers show particularly high managerial capabilities that are in line with predominantly high managerial capabilities of their supervisors. Two aspects are important: the manager–supervisor fit and the absolute capability level that both possess. The results further indicate that the importance of the manager–supervisor fit varies across lower, middle and top-level management dyads.

This study contributes by advancing research on managerial capability fit conditions between managers and their supervisors as a central element in viewing and managing effectiveness.

This article informs managers, supervisors and HR professionals about pitfalls in organizations that degrade effectiveness.

This article shows how the alignment between managers and their supervisors relates to effectiveness in a large-scale study across different hierarchical levels.

The purpose of this article is to examine and ultimately suggest the most effective method with which to evaluate employees operating within a matrix organization. Part Two aims to describe a real‐time case study and examine performance evaluations in depth as they relate to this case analysis.

This article consists of a comprehensive review of literature demonstrating functional areas within a matrix organization as well as employee evaluation methods within various organizations. It is presented in three sections: defining a matrix organization; demonstrating effective evaluation methods and strategies; and, finally, how the two should work together. Critical incidents are interspersed throughout the article in order to demonstrate how the research compares to the methods employed by a leading aviation engineering firm.

Ineffective evaluation methods within matrix organizations can lead to lower employee morale as well as an ambiguous understanding of employee roles within such an organization. Employee and management buy in and support of an evaluation system and its goals are crucial to the success of the program. The multi‐rater system appeared to be most effective.

Several tools exist to help employers effectively evaluate their employees in a constructive and effective manner. Among them are clear job description and corporate structure, followed by a review of performance by both functional and project managers.

Given the limited research with respect to evaluations within a matrix structure, this paper demonstrates an understanding of a subject that has not been adequately explored.

The purpose of this paper is to test the measurement properties of the psychological capital questionnaire (PCQ) and the authentic leadership questionnaire (ALQ). Both scales' properties are tested in a diverse sample of working adults, compared across genders, and assessed for their performance in a new national culture.

This paper uses survey data from a random, nationally representative sample of working New Zealand adults. Structural equation modeling is used to conduct confirmatory factor analysis and to test for measurement invariance in both scales.

The results confirm the hypothesized second‐order factor structure of both scales, with psychometric properties comparable to those in samples from other cultures. The results further suggest that the PCQ and ALQ exhibit measure equivalence for men and women.

This paper provides the first test of both scales in a diverse representative sample. It demonstrates that the PCQ and ALQ are useful for diverse samples and equally valid for both genders, as well as performing as expected in other cultures.

This article aims to test the effectiveness of coaching for middle and executive level managers within a large recruiting organization.

Participants set goals to achieve during a 12‐month coaching programme. The sample consisted of middle managers (n=30) and executive managers (n=29) involved in US Army recruiting. Outcomes included measures of coached participants' achievement of quota and personal goals, and assessment on nine leader competencies and buy‐in over the one‐year coaching period.

Coached managers outperformed un‐coached, but experienced/incumbent counterparts. The strongest impact of coaching on performance was for middle managers and their subordinates (as opposed to executive managers). Both groups of participants demonstrated growth on some dimensions of recruiter‐leader competencies and achievement of self‐set goals.

A small and nontraditional sample of military recruiters was used. Future researchers can build on the approach outlined here to more concretely evaluate the impact of their coaching efforts in other populations.

Coaching all recruiter managers could translate into a return on investment of several thousand additional recruits. In addition, the achievement of personally relevant goals with the help of coaching, the development of leader competencies indicates real benefit associated with this form of goal‐based coaching.

We offer one of the first empirical evaluations of the effectiveness of a goal‐based leader coaching intervention. Practitioners and researchers can benefit from this approach by using it to improve coaching effectiveness and demonstrate value to the clients they serve.