Managerial Promotions Formula & the Hrm Model

Christian Borek

Dr. Service

HRM

February 12, 2016

Managerial Promotions Formula & The HRM Model

        The article that is the basis for this assignment, provides a framework to analyze the different aspects that managers and other executives use to promote employees in an organization.  From this author’s understanding, this article for this assignment was written to dispel “disconnects [that] occur in part due to differing view of why one was promoted and other were not.” (Service 2008).  This article also proffered a revised formula consisting of 30 factors that, though not dispositive when taken individually, with a totality of the factors, can determine why someone is and is not hired.

        This article and its authors, also present the idea that the 30 factors, moderates, and other dependent variables can be used in conjunction with the HRM Model in order to produce the best work environment and promoting structure possible.  Some of the 30 factors presented by this article are: hygiene factors, mindsets, past job performance, having an influential mentor or sponsor, etc., that are considered independent variables (IV) that are essential to a promotion.  In addition to the 30 independent variables, they are moderated by things such as industry, timing, level of position, and location-culture-internal and external.  When a manager or person in charge of considering a promotion, by applying the “promotions as a function of formula” principles, both the person being considered and the one considering can put themselves in a better position and understanding of the ability to be promoted by understanding these concepts.  In addition, this author believes that the author of the article made an important note that there is no such thing as a magic bullet, or quick fix to being promoted or promoting an individual.  Promotion takes understanding of the totality of the circumstances provided by this article and the subsequent research to truly understand the promotion process.  Finally, because the author of the article states that the factors can be analyzed and applied to each of the HRM Model, the factors will be analyzed in conjunction with the HRM Model.  The first overarching category that will be analyzed in light of the information provided in this reading is HMR Model #10 that provides in pertinent part: “[h]ave HR functions insure hiring, training, rewarding and promoting.”

        It stands to reason that when one is looking for employment, no matter the amount of degrees that one has amassed throughout their educational experience, one must be trained a certain way to understand the way the company operates.  This training process also involves the idea that there will be uniformity in the product or service, which is generally a staple of larger companies.  However, there has been a ‘recent’ article published in the Wall Street Journal (WSJ) that states for one reason or another, companies are foregoing the initial training process because of costs.  (Weber, 2014).  From personal experience, working for different large corporations, this author can attest to the fact that employers are cutting this costs with the hopes and expectations that one already has a foundational knowledge that can be leveraged to learn on the job.