The influence of supervisory promotion and network location on subordinate careers in a dual ladder RD&E setting

Article Abstract:

The impact of supervisory promotion and network location on subordinate careers in a dual ladder research, design and engineering (RD&E) environment is examined. Findings show that project supervisors strongly influence the probability of one's promotion along each track. Professionals who report to supervisors promoted to the technical ladder are found to enjoy a higher likelihood of also being promoted technically, particularly in the research field. Professionals who report to gatekeeping supervisors in development, on the other hand, have a higher probability of being promoted in the management hierarchy. Gatekeeper status is seen as more important in affecting the communication activities and ensuing promotions of subordinates than the promotion path of supervisors.

Career development, Supervisors

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Project performance and the locus of influence in the R&D matrix

Article Abstract:

The relationship between project performance and the influence of project and functional managers in 86 research and development teams in nine technology-based organizations is studied, with performance relationships explored in three areas of influence in the teams and in the impact on the entire organization. It is shown that higher project performance is evident when influence over salaries and promotions is considered balanced between project and functional managers, but that performance is highest when organizational influence is focused on the project manager, and when influence over technical details of the work is focused on the functional manager.

Social aspects, Management, Industrial research, Employee motivation, Organizational behavior

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The project-oriented engineer: a dilemma for human resource management

Article Abstract:

Project-oriented engineers are older workers who consider challenging assignments as more important than job promotion. They excel in their current assignments because they believe that superior performance gives them a chance to be assigned to other interesting projects. Aside from having less interest in promotion, some of these project-oriented engineers see the chances of promotion to decline as they grow older. Human resource managers should reexamine conventional notions on reward and motivation in reference to this group.

Evaluation, Human resource management, Surveys, Engineers

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