Abstract

Two sets of questionnaires were designed for experts and working staff of the case study totaling 100 elements as the target. In this study, 81 questionnaires in all were answered and returned, which were used for analysis and conclusions. Out of this, 35 elements were targeted from experts group whereas 65 elements were targeted from the non-random sampling of employees. The questionnaires were sorted as 26 answered questionnaires from the experts whereas 55 questionnaires were obtained by quota sampling (non-random) from employees as the actual responds received. As the main objective of this paper was to gather and point out the best staff promotion policy statements and procedures to enhance employers, professionals, and practitioners for future adoption. First of all, the research findings shows that the number of years that a staff will work before being promoted is not significant in the promotion process because of other factors that may be considered within such period of work.

Also, the findings showed that the number of times that a person can be or should be promoted in an organization is not significant as it depends on other factors and activities that may play a part in determining how often a person is promoted. The results obtained from the cases indicated in the hypothesis that if a staff obtains a high qualification during employment is not a guarantee for promotion.

The study also showed that staff promotion as a policy does not mean that staff will climb the organizational ladder or hierarchy automatically. It means that a lot more work is taken into account once an employee is employed by helping to solve the organizational challenges for the achievement of organizational goals and objectives. Therefore, staff promotion is the advancement of an employees’ rank or position in an organizational hierarchical system (Goblar et al., 2002; Tuwei et al., 2013). The following are the attributes or factors to be considered in staff promotion – experience and knowledge gained on-the-job, qualification, leadership skills, can do ability, good interpersonal relations, commitment to deliver/hard work, and punctuality but not job enrichment, job enlargement, whom you know, who knows you, and friendship, etc. This is what the research findings showed.

Since this paper used several research methodologies, its findings concludes that staff promotion of an organization must be in line with the general long term budgets estimates and allocations in order to apply promotion processes and procedures appropriately, efficiently, and effectively. From the research as seen in the hypothesis indicates that, if a member of staff obtained further qualification in the course of employment does not serve as a guarantee for promotion.

This work is licensed under a Creative Commons Attribution 4.0 License.