How to improve the internal promotion system of enterprises

The rational allocation of enterprise employees directly affects employees' sense of belonging to the enterprise and the acquisition and maintenance of enterprise competitive advantage. Based on the existing promotion mechanism, this paper expounds the advantages and disadvantages of various mechanisms in detail, and puts forward three corresponding improvement measures.

Keywords: internal promotion multi-step promotion mechanism adaptability evaluation

In modern society, economic men care more about promotion than salary. The policies, methods, standards and procedures related to job promotion in enterprises directly affect employees' sense of belonging to the enterprise. According to the survey, among the many reasons for employee turnover, whether the promotion mechanism of enterprises is sound or not accounts for a large proportion.

Three existing promotion mechanisms at home and abroad

Promotion mechanism based on seniority

On the promotion of seniority, it is the length of time and seniority of staff as the main criteria for promotion. It is quite common in Japan that even if an employee has good ability and performance, he will not be promoted if he is not qualified or has a more senior person before. Its theoretical basis is that the professional ability level, technical proficiency and contribution to the unit are directly proportional to the working years. Therefore, the salary will increase year by year, and the more opportunities for promotion. After new employees in Japan enter the enterprise, their salary will increase year by year according to their qualifications in the later career, and the qualifications they must have are also stipulated in the cadre promotion system. If you can't meet the required qualifications, you don't have the conditions to become a promotion candidate.

The advantages of seniority promotion system are: clear standards, simplicity, avoiding improper promotion due to personal likes and dislikes of leaders, and giving employees a sense of security. Therefore, some enterprises still adopt this method. However, it also has some shortcomings: first, seniority is not necessarily proportional to work performance and ability, and seniority only explains the general natural situation of people's experience, which is only a general concept of time index. The normal situation is that the longer the experience, the richer the experience of life. But in the final analysis, seniority itself is not a symbol of talent and contribution. Of course, it cannot be the only yardstick to measure talent and wisdom. Therefore, the promotion candidates selected according to their qualifications may not be the best candidates in terms of work performance or ability; Second, seniority is not conducive to attracting talents from other units, nor is it conducive to retaining talents from their own units. It will also create a negative psychology of just asking for nothing and doing nothing.

(B) Performance-based promotion mechanism

Performance promotion refers to the performance and performance output of employees in their current positions as the main criteria for promotion. "Performance promotion" implies a judgment that if a person has made outstanding achievements in his current job, he will certainly achieve something in a higher position. It should be said that this assumption is reasonable when the job responsibilities, working methods and working contents remain unchanged. Because the achievements at this time represent his knowledge level, business ability and work attitude, which is an essential factor for his future success, especially in the technical field. However, management work is different from general technical work. The promotion of position means the improvement of management level. Managers at different levels have different emphasis on solving problems and different requirements for people's skills. For example, grass-roots managers require professional technical ability, middle managers require communication ability, and top managers require decision-making ability. Therefore, according to the traditional assumption of "performance promotion", when a technical expert is promoted from a grass-roots manager position to a senior management position, he may not be able to provide qualified talents for the senior management position of the enterprise except affirming and recognizing outstanding performance. This promotion is often at the expense of management efficiency. Performance-based promotion mechanism may lead to the following problems:

1. Causes employees to have short-term behaviors. Performance-based promotion mechanism may lead to short-term and selfish behavior, which is actually mainly caused by the imperfect performance evaluation system. "Performance promotion" itself requires comprehensive, objective and scientific performance evaluation. However, the existing means and methods of performance evaluation are far from meeting this requirement. Especially in the evaluation of intangible performance and long-term performance, there are obvious shortcomings, which leads to a big gap between measured performance and actual performance. According to the principal-agent relationship, due to the obvious information asymmetry between employers and employees, enterprises can only obtain information about employees' talents, knowledge, performance and personality that is very important for promotion through post-event observation. In the case that it is difficult or impossible to effectively evaluate long-term behavior, promotion can only be based on the observed completed performance, which often inevitably leads to a series of consequences, such as organization members only pay attention to the short-term achievements of the department and ignore the long-term development; Each department only considers the internal interests of the department and ignores the overall interests; Lack of communication and cooperation between departments, or even mutual demolition, may lead to the loss of the overall value of the organization.

2. The promoted employee is not qualified for a higher position. According to Herzberg's two-factor theory, promotion is an incentive factor, which can make employees feel satisfied, but the existence of "Peter trap" will reduce the incentive effect of performance promotion. Peter found that "in a hierarchical organization, everyone will be promoted from his competent position to his incompetent position, and anyone from any class will have the same experience sooner or later." Just because an employee has been promoted because of his outstanding performance in the original position does not mean that he can also become an excellent employee in a higher position. If employees still occupy incompetent positions, there will inevitably be an increase in sense of loss and depression and a decrease in satisfaction; And their subordinates will be dissatisfied with a boss who has no hope of improving leadership quality even if his character is high, and his work lacks motivation and his work performance declines; For the whole organization, it is inevitable that customers are dissatisfied, staff morale is low and productivity is reduced. If employees give up a higher position, that is, demote and return to the standard, then their self-esteem will be greatly hurt, and no one wants to feel the pain of demotion. Therefore, the pressure from individuals, subordinates and organizations makes employees usually choose to leave their jobs and find suitable positions in the market again.

3. Deviate from the employee's career vision. According to Maslow's hierarchy of needs theory, with the development of social economy, people no longer regard occupation as the basis of life security, but more expect to gain a sense of society, self-esteem and even a higher level of self-realization from their own occupations and realize the value contained in their work. Every employee will have a position in his position series and a career development path in his mind. However, the reality of promotion is often inconsistent with employees' career vision. If a technician is skilled, the enterprise will unilaterally transfer him to a series of management positions regardless of whether the employee wants to continue in-depth research in the technical field, which will easily deviate from the employee's career vision, and the employee can't realize the meaning of the job from the promotion position provided by the enterprise, and is dissatisfied with the job, so the employee's turnover motivation will arise. Whether employees are satisfied with their jobs largely determines whether employees are mobile.

(C) Promotion mechanism based on interpersonal relationship

Interpersonal relationship refers to the intimacy between the promotion candidate and the leaders and colleagues. Promotion based on interpersonal relationship refers to the intimacy between employees and leaders and colleagues as the main criterion for promotion. American scholars such as Roudman, Oehlert and Creme point out that the internal network of enterprises will affect the promotion decision of enterprises. Members with higher positions in the employee relationship network will convey all kinds of information that is beneficial to the promotion candidates to the promotion decision makers.

Compared with management decisions such as performance evaluation, reward or salary distribution, job promotion is usually not a routine decision of enterprises. Many enterprises lack clear promotion standards and standardized promotion systems, and enterprise leaders often judge the future performance and ability of promotion candidates according to their past work performance and ability. This kind of judgment is often the subjective judgment of business leaders, and there is no clear objective standard. Therefore, non-institutional factors have become the main factors affecting the promotion decision of enterprises. Among the non-institutional factors, interpersonal factors within enterprises often have a great influence on the promotion decision of enterprises. Business leaders often promote their close friends. In public, business leaders promote their close employees, and the relationship between the two sides is relatively harmonious, communication is easier, and they can cooperate in the future; In private, business leaders can further strengthen their relationship by promoting their close employees, which is more likely to be rewarded in the future. In addition, business leaders will also consider promoting the relationship between candidates and colleagues, especially in state-owned enterprises. The promoted people have a good mass foundation, that is, they have a good relationship with colleagues, and it is easier to carry out their work in the future. Therefore, the better the interpersonal relationship of employees, the more likely they are to be promoted.

According to the theory of organizational justice, communication justice in promotion decision-making refers to whether leaders can treat each candidate fairly and give everyone equal opportunities for competition. If employees feel that the leaders are interested in favoring their close employees and promoting them to management positions, this promotion will not only have low credibility, but also cause dissatisfaction and unfairness among employees.

Through the above analysis, it shows that the existing three main promotion mechanisms can not objectively, fairly and fairly evaluate the comprehensive quality of employees to a certain extent, which affects the accuracy of promotion and makes both employees and enterprises suffer certain losses.

Suggestions on perfecting the existing promotion mechanism

(A) enterprises should try to establish a multi-step promotion mechanism.

Because promotion not only brings about the increase of income, but also is often accompanied by the increase of power, social status, further promotion and external choice opportunities, most technicians in the organization still have a strong demand for promotion, although they lack interest and ability in management. But at present, many enterprises still adopt the design of single management ladder, which often leads to a dilemma: on the one hand, promoting such technicians may damage the management efficiency of the organization; On the other hand, if such technicians are not promoted, they will lose confidence in their personal careers, their enthusiasm and potential will be greatly reduced, and even there will be staff turnover, resulting in the loss of outstanding technical talents in the organization. The effective way to solve this dilemma is to establish a multi-level promotion system to provide professional and technical personnel with promotion opportunities different from the management ladder. Multi-ladder promotion system provides two or more equal promotion ladders, one of which is management ladder and the other is technology ladder. Moreover, several ladders are equal, and each technical level has its corresponding management level. Generally speaking, people at the same level with different steps have the same status, remuneration and treatment. Moreover, different performance evaluation criteria will be adopted between the management ladder and the technical ladder, and employees can design different career development directions according to their respective abilities and personality characteristics. At present, many famous enterprises at home and abroad have adopted the multi-level promotion system. Judging from the actual implementation effect, this system does have strong advantages in improving management efficiency, avoiding the brain drain of technical talents and mobilizing the enthusiasm of employees.

(B) the introduction of adaptive assessment system in the internal promotion mechanism of enterprises.

When the promoted person works in the new position for a period of time, the organization needs to know whether the promotion process is reasonable. Adaptability evaluation can make a reasonable and scientific evaluation of the promoted person. Employees who adapt to the new post after examination will be officially promoted, and those who fail the examination system will be transferred back to their original posts. Adaptive evaluation system is different from performance-based evaluation system. The former evaluates the adaptability of promotion to new positions, while the latter tends to motivate employees to achieve organizational goals. The traditional internal promotion process emphasizes the comparability of promotion performance and the ranking of promotion candidates, but pays little attention to the rationality of the selection of promotion personnel. This will easily lead to a big problem, that is, the promotion process is "only up and down", and the efficiency of organizational promotion is only determined by "performance". After being promoted to a new post, the work motivation and work attitude of the promoted person show a downward trend. When external incentive factors can't play a significant role, the application of mandatory punishment factors will mobilize the enthusiasm of individual employees. The evaluation system of promotion post has proper restraint and punishment mechanism, which forces individuals' attitudes and behaviors to change.

conclusion

To sum up, the internal promotion mechanism of the enterprise mainly includes the following contents: the existing employees of the enterprise first accept the evaluation of the internal evaluation system, and the evaluation system evaluates them according to the evaluation results obtained by the employees' performance in a period of time; As individuals, employees can decide whether to engage in technical positions or management positions according to their own interests, hobbies and preferences; Enterprises manage employees' career according to the organization's goals, employees' personal specialties and the consistency of assessment results, and decide whether to advance along management posts or develop in depth to technical posts. The enterprise determines the list of persons to be promoted according to the employee assessment results, the promotion direction selected by employees and organizations, and the setting and operation efficiency of higher management posts or technical posts in the enterprise; Then, on the basis of competency model, individuals are put into the evaluation model system to evaluate their adaptability to new jobs.