Content area
Abstract
The purpose of this study was to identify categories of focus concerning: (1) critical incidents and activities that influence promotion and advancement, and (2) the organizational climate for female promotion. The sample of six males and six females was purposively selected from Omaha and Lincoln, Nebraska businesses with a work force of 500 or more employees. All participants were promoted into their present positions within the last four years and held mid-management positions within their respective organizations.
A modified analytic induction model was utilized to collect and analyze information on the concepts of promotion and advancement and the organizational climate of female promotion. Front end instrumentation was used to explore the concept of promotion from the perspective of the individual participant. Open coding procedures were utilized to develop categories and concepts of promotion and advancement. The first interview provided base data for the development of the beginning working hypotheses of: (1) personal perception of promotion and advancement; and (2) the organizational climate of female promotion. Subsequent interviews modified or supported the working hypotheses.
Results of this study identified fifteen categories influential in promotion and advancement and five categories depicting the organizational climate for female promotion. Theoretical saturation was achieved with the emergence of two models: (1) Grounded theory of promotion and advancement, and (2) Grounded theory of the organizational climate for female promotion.
Findings from this research suggest: (1) personal networks must be developed within and between the various departments of an organization; (2) managerial and leadership attributes are important considerations and need to be developed and publicized to influential individuals in the organization; (3) high ratings of performance need to be communicated to upper levels of management to indicate potential for future responsibilities and positions; (4) women involved in a professional field dominated by males must realize traditional gender bias is likely to be a continuing problem; (5) females must communicate their desire to obtain higher positions to upper management and seek to identify career paths for promotion; and (6) all instances of performance and experience of females should be documented and included in a personal portfolio when building a case for promotional opportunities.
