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The purpose of this paper is to examine selection practices of school districts by capturing the promotion of teachers to assistant principal positions to determine if: there is a relationship between employability and assistant principal promotion (within-school, within-district, and external); and if the state-specific educational leadership policy directly impacts the employability of assistant principal candidates.

Principals in the state of Georgia were the unit of analysis, and data collected included personal characteristics of each participant when entering their first assistant principal position, school characteristics of the place of promotion, and type of promotion (internally within-school, internally within-district, and externally). Both descriptive statistics and multiple regression analysis were utilized to examine the impact of type of promotion as well as the state-specific educational leadership policy on participant employability at the time of promotion.

This study found a significant positive relationship between internal promotion (within-school) and employability as well as a negative association between participant employability and Georgia state-specific policy. Additional findings indicate a positive relationship between combination schools (i.e. grades K-8; 6-12) and participant employability.

This study advances the HRM literature concerning employee selection by expanding the scope of hiring practices outside of the private sector and provides focus on the public sector, specifically, the public school environment. In addition, the focal position (public school administrators in the state of Georgia) has yet to be utilized in employee selection research in the areas of internal and external promotion. Previous researchers have studied the probability of internal and external promotion based on demographic factors such as race and gender, however, this specific study uses distinctive predictor variables backed by literature to evaluate applicant employability.

Aims to extend internal labour market theory by identifying sub‐markets that influence administrative staffing decisions, and to test a theoretical model regarding the role of sub‐markets in explaining decisions to hire or promote. Hypothesizes that two latent dimensions (hierarchical and functional) of labour markets would explain these decisions. Analyses data from personnel records for position vacancies in a major university for three years 1982‐85 (n = 840), and confirms the fit of the theoretical model. Staffing decisions are directly influenced by characteristics associated with the sub‐markets of the position.

This paper analyses the effects of both training and overeducation on upward mobility in the internal labour market, the professional market and the “supplementary labour market”. The latter segment can be considered as a broadly defined secondary labour market as it is not restricted to the low‐level unskilled jobs only. This broader definition – also found in initial segmentation theory – allows for the changed character of the secondary labour market in the industrialized countries. As expected, “career training” influences upward mobility positively. However, contrary to the predictions of segmentation theory, particularly in the supplementary labour market career training is a means of gaining promotion to a higher level job. Overeducation also affects upward mobility positively, which indicates that overeducation is to some extent a temporary phenomenon at the individual level. However, this also holds in particular in the supplementary segment of the labour market. The estimation results show that the supplementary labour market is less of a dead end than the segmentation theory predicts and is a more valuable place to get training than has been recognized. The supplementary market probably plays an important role in the transition process between initial education and the labour market. Although workers may be initially overeducated in their first jobs, a supplementary segment job could be an attractive step towards reaching a more suitable position in the labour market.

The purpose of this paper is to examine the quality of jobs in call centres by focusing on the opportunities for promotion in this sector. More specifically, the research questions focus on discovering whether promotion is common practise in the call centre sector and on identifying the factors that affect this.

A survey questionnaire was administered to call centre directors or their human resource managers. A least square regression analysis was carried out to examine how training, job security and knowledge about employees' abilities, affect the use of promotion in call centres, as well as three structural variables of the organisations: size, being part of a larger organisation and whether the call centre was in‐house or outsourced.

The results suggest a limited use of promotion and the absence of consolidated internal labour markets in this sector. Nevertheless, a diverse range of call centres exists in terms of the use of promotion. The analysis identifies structural and managerial variables that identify where promotion is likely to be employed more intensively in call centres.

The main limitation of the paper is related to the variables used to examine training. An important implication of the results for managers is the suggestion to employ promotion policies with other human resource management practices.

The main contribution of this paper is the finding that the use of promotion has been determined by structural factors and other management practices. Therefore, call centre managers are encouraged to establish these practices in order to subsequently facilitate the use of promotion.

This study aims to explore the extent to which internal marketing influences employees’ perceived ability to deliver service quality in the Islamic banking industry in Oman. Additionally, the influence of perceived service quality on perceived customer satisfaction is established.

Data was obtained from retail banking branch employees at the customer front line of Islamic banks in Oman using electronic and person-administered surveys, and 272 responses were deemed suitable for data analysis. The measurement and structural models were measured through structural equation modelling.

The findings show that internal promotion, internal process and internal purpose are enablers of employees’ perceived ability to deliver service quality in the Islamic banking industry of Oman. In addition, service quality was found to have a strong positive influence on perceived customer satisfaction in Islamic banks.

This study demonstrates that internal product, internal price, internal promotion, internal process and internal purpose are influencers of service quality, and the latter has a direct relationship with perceived customer satisfaction in Islamic banking.

The findings can guide the Islamic banking sector in Oman on how internal marketing can foster service quality, ultimately leading to positive perceived customer satisfaction experiences.

The internal marketing mix model is predominately a Western model, which has been tested primarily in mature Western markets. This study reflects on ten internal marketing mix elements, which have been tested for the enablement of service quality and perceived customer satisfaction in Oman.

The purpose of this paper is to highlight the interplay among promotion decision, emotions, and perceptions of organizational justice.

The paper adopts Weiner's attribution theory of motivation and emotion, using it as a tool in the analysis. By using this framework, this paper analyses potential positive and negative emotional, and consequently, behavioral reactions of promoted and non‐promoted employees. The analysis focuses on emotional reactions as a function of the cause and the process for the decision in question from the subjective perspective of the employee whose fate is determined by that decision.

This paper suggests that the decision and the process of promotion can lead to the experience of a myriad of discrete emotional states. It contends that such emotional reactions are resulting from considerations of justice related to the perceived causes of the promotion decision and the process that lead to it.

By integrating attribution theory of emotion and motivation with considerations of justice, this paper analyses the conditions that lead to specific emotions in employees who are promoted and non‐promoted, showing that procedural and interactional justice serves as carriers of attributions (i.e. causal information).

The purpose of this paper is to investigate the relationship between human resource management (HRM) practices and post-promotion performance of managers from subordinates’ perspective.

For the study, survey methodology was used and 391 respondents who fulfilled selection criteria set for the study responded. The hypothesised relationships were examined by regression analysis.

It was found that the job description and promotion practices have significant relationship with post-promotion performance.

The findings imply the importance of promotion practices and the need of maintaining and using job descriptions in facilitating post-promotion performance.

Several previous studies investigated the post-promotion managerial performance based on mathematical modelling and single firm case studies. However, it is very rare to find academic research that investigated the relationship between HRM practices and post-promotion performance of managers.

Introduction The literature on earnings change has increasingly suggested that the key processes generating earnings inequality are those operating within the firm. However, there has been little empirical work on these phenomena, largely reflecting data deficiencies. Very few data‐sets on earnings contain information about internal processes and those which do often measure them narrowly. For example, most surveys of labour mobility define it either as movement between firms or as such movement plus major, once‐and‐for‐all changes of work type.

Internal marketing has been proposed as a way of increasing lower level commitment to corporate strategies and improving organizational integration. Most previous discussions of the topic have focused on methods of internal promotion, persuasion and influence. Limited attention has been given to differences in management styles which affect internal marketing. This article examines the impact of consultative and participative styles of management on internal marketing. It shows how general managers, department managers and individuals can use internal marketing to increase employee involvement in reaching decisions, making commitments and taking action.

The purpose of this paper is to describe the hypothesis of effort‐based career opportunities as a situation in which profit maximising firms create incentives for employees to work longer hours than the bargained ones, by making career prospects depend on working hours. The paper aims to test some implications of this hypothesis using UK data.

The empirical analysis uses the British Household Panel Survey (BHPS) and panel data estimators to investigate the existence of a robust correlation between working hours and workers' expected probability of promotion in the current job.

The analysis shows the existence of a robust positive correlation between working time and workers' expected likelihood of promotion in the BHPS data even when controlling for several individual characteristics and for workers' unobserved heterogeneity.

Although the paper uses panel data, the BHPS does not allow for the identification of the firms in which individuals work, and therefore to control for firm fixed effects. Employer‐employee datasets would have allowed a better assessment of the hypothesis.

The paper provides a theoretical explanation for the empirically observed positive association between working time and expected promotion probability and, unlike previous papers that used pooled OLS estimates, it exploits the panel structure of BHPS data to control for individual unobserved heterogeneity.