HRM practices and post-promotion managerial performance

Purpose – 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. Design/methodology/approach – 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. Findings – It was found that the job description and promotion practices have significant relationship with post-promotion performance. Practical implications – The findings imply the importance of promotion practices and the need of maintaining and using job descriptions in facilitating post-promotion performance. Originality/value – 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.