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The impact of promotion decisions on equity, commitment, and behavioral outcomes was examined in a field setting. Workers in a service comapny who submitted their candidacy for promotion to either department or division heads were compared with their noncandidate counterparts (total N=191). Subjects completed surveys after promotion decisions were made. In addition, measures of the subjects' lateness and absence before and after the promotion were available. Data analyzed by level of position (departement vs. division) and promotion decision (promoted, not promoted, and control) indicated that promotions resulting from self-initiated condidacies might actually produce undiserable outcomes. Failure to get a promotion as associated with feelings of inequity, a decrease in commitment, and an increase in absenteeism, positive promotion decisions increased commitment. Theoretical and organizational implications are discussed
Schwarzwald et al. (Sat,) studied this question.