Third and most important, these candidates for the higher positions will also have an extensive work in the company to be able to accomplish more.
Once a company chooses to go in the direction of promotion from within, countering or going against it is very difficult. Curtailing or ending promotion from within risks morale in the short run and will completely re-order a culture in the long-run (Gentry, Sosik, 2010). As a result, once a company begins to concentrate on this policy of promotion from within, structural and organizational factors must be taken into account to ensure that the fulfillment of expectations to employees can continually be fulfilled (Gentry, Sosik, 2010). Further, the factors that most affect new employee recruitment continue to be chances for advancement, which also needs to be integrated into the cultural mix of the company for it to sustain momentum (Kosteas, 2011).
Creating the opportunity for autonomy, mastery and purpose in any job is going to fuel tremendous motivation and personal growth, and a commitment to long-term learning (Ramsey, 2010). It is the responsibility of the senior managers of any company to ensure that the expectations employees had when hired, when set to such a strategic level as promotion from within, continue to abide and support that commitment overall (Gentry, Sosik, 2010). Only by concentrating on that aspect of this policy can managers retain their credibility (Kosteas, 2011).
Gentry, W., & Sosik, J. (2010). Developmental relationships and managerial promotability in organizations: A multisource study. Journal of Vocational Behavior, 77(2), 266.
Kosteas, V.. (2011). Job Satisfaction and Promotions. Industrial Relations,.