FACTORS AFFECTING THE PROMOTION OF EMPLOYEES IN A

NATIONAL GOVERNMENT AGENCY

A Research

Presented to
The Faculty of the Graduate School
Capitol University

In Partial Fulfillment of the Requirements for the Course

Research Methodology in Public Service Management

SHELLANIE D HAMPAC
October 2019
 APPROVAL SHEET

This research entitled “FACTORS AFFECTING THE PROMOTION

OF EMPLOYEES IN A NATIONAL GOVERNMENT AGENCY”,
prepared and submitted by SHELLANIE D HAMPAC in partial
fulfillment of the requirements for the course RESEARCH
METHODOLOGY in Public Service Management has been examined
and is recommended for oral examination/defense.

ROMEO B. MIÑOZA, JR., DM

Professor
___________________________________________________________________

PANEL OF EXAMINERS

Approved by the Panel of Examiners in partial fulfilment of the

requirements for the course RESEARCH METHODOLOGY in Public
Service Management with a grade of ______________.

EDWIN C. DU, PhD

Chairman

HEIDI GRACE P. MENDOZA, DBM ROMEO B. MIÑOZA, JR., DM

Member Member

___________________________________________________________________

Accepted and approved in partial fulfillment of the

requirements for the course RESEARCH METHODOLOGY in Public
Service Management.

EDWIN C. DU, PhD

Dean, Graduate School
 CHAPTER 1

THE PROBLEM

Introduction

Management process consists of three fundamental parts;

organizational planning, manpower planning and individual career

planning. These parts provide a logical and systematic approach to the

review of present and future utilization of the company’s main asset i.e. its

manpower. While an organization plans to staff effectively and with

continuity, it must take into account the needs of the staff’s growth in

relation to skills and how it employs them (Mbabu, 2004). Employees are

often concerned with pay scales, job opportunities, chances for promotion

and other tangible aspects of careers than with what is best for the

organization. Since organizational effectiveness is influenced by the

organization’s ability to help meet the needs of its staff, decision makers

should consider career-related issues in establishing management

practices (Bateman and Zeithmal 1993). Individual career planning is

therefore a critical aspect of the management process.

Employee promotion is a positive necessity for an organization and

is one of the most important tools in Human Resource Management (Bore,

1997). Many scholars perceive promotion as one of the most important

components of employer-employee relations (Bore, 1997; Fenwick &

Bierema, 2008; James, 2000; Sharabi, 2008). As far as a worker is

concerned, a promotion is not only an expression of gratitude and reward

for effort, but also a chance for self-fulfilment and career advancement,

satisfying an individual's need for achievement and success. On the other

hand, for an organization promotion is both an expression of gratitude and

a motivational tool. Employee promotion no doubt brings the additional

benefit of "binding" the worker to the organization and preventing "brain

drain".

Employee promotion is defined by (Benowitz, 2001) generally as

rewarding an employee’s efforts by moving that person to a job with

increased authority and responsibility. A ‘Promotion may entail

adjustment to a higher salary level. Promotion is a key aspect of staff

development that focuses on the identified potential o f an individual staff

based on an objective assessment of his or her ability to perform

responsibilities at a higher level in a specific functional area or other

related areas requiring similar skills set. Koontz (1993) asserts that

promotion is a change within the organization to a higher position that has

greater responsibilities and requires more advanced skills. It usually

involves higher status and an increase in pay. Promotion may be rewarded

for outstanding performance or as a result of the firm’s desire to better

utilize an individual’s skills and abilities.

The goal of advancing one’s career is what most employee have in

mind. Promotion even in small increment helps boost the moral, esteem

and income as well. Promotion does not only benefits the employee but the

company as well, for this means an employee has advanced his learning
skills and capability to increase the profit of the organization he/ she is in.

We can then now say that career advancement has been the main agenda

of most of the millennials and generation Z today.

Promotion is a step increment in terms of rank or position and

income wherein every organization has its own job hierarchy or career

patterns for each employee. Promotion is then not just a reward given yo

employees because they did a good job, but rather it is a proof that the

management thinks the employee is capable of bigger responsibilities.

Theoretical Framework

Frederick Herzberg’s Motivation-Hygiene Theory predicted that the

factors that lead to positive job attitudes (and thus motivation) were

different from the factors that lead to negative job attitudes (and thus

demotivation). For the purposes of his theory, he called the factors that led

to positive job attitudes motivators and those factors that led to negative

job attitudes hygiene factors. Notice that the motivators are all centered

on ideas that are somewhat similar to the esteem needs and self-

actualization needs of Abraham Maslow (2009).

Motivators Hygiene Factors

Achievement Policy and administration

Recognition Micromanagement

Relationships (Supervisor, Peers, &

Advancement
Subordinates)
 Motivators Hygiene Factors

The work itself Job security

Responsibility Personal life

Potential for promotion Work conditions

Potential for personal

Status
growth

Salary

Motivational Expectancy theory by Victor Vroom introduced one of

the most widely accepted explanations of motivation. Very simply,

the expectancy theory says that an employee will be motivated to exert a

high level of effort when he or she believes that:

1. Effort will lead to a good performance appraisal.

2. A good appraisal will lead to organizational rewards.

3. The organizational rewards will satisfy his or her personal goals.

The key to the expectancy theory is an understanding of an individual's

goals and the relationships between effort and performance, between

performance and rewards, and finally, between the rewards and individual

goal satisfaction. When an employee has a high level of expectancy and

the reward is attractive, motivation is usually high (2013).

Conceptual Framework

2017 Omnibus Rules on Appointments and Other Human Resource

Action (ORA_OHRA), MERIT PROMOTION PLAN, is established to ensure

that merit is observed, and qualifications and competence are adhered to,
in promoting employees. In pursuance thereof, the OP Merit Promotion

Plan shall:

1. Establish a system of selecting employees on the basis of merit

and fitness, and competence to assume higher responsibility;

2. Create equal opportunities for advancement to all employees in

the office;

3. Allow selection through lateral entry only if there are no

employees from within who meet the prescribed requirements of the

position.

4. Provide a guide for the speedy and fair adjudication of

complaints/protests of employees against promotions.

General provision part VII of the Merit selection plan states that

Those initially found qualified shall undergo further assessment as

required under the PSPRP, such as written examination, skills test,

interview and others. To determine the comparative competence and

qualifications of the candidates for promotion/appointment, they shall be

compared on the basis of the following:

 Performance

o For appointment by promotion, the performance

ratings of the appointee for the last two (2) rating

periods prior to the effectivity date of the

appointment should both be at least very

satisfactory.
 o For appointment by transfer, the performance rating

for the last rating period immediately preceding the

transfer from the former office or agency should be

at least very satisfactory.

o Performance ratings cannot be used more than once

in a promotion.

 Education and Training – include educational background

and the successful completion of training courses,

scholarships, training grants and others. Such education

and training must be relevant to the duties of the position

to be filled.

 Experience and Outstanding Accomplishments – include

occupational history, relevant work experience and

accomplishments worthy of special commendation.

 Psycho-Social Attributes and Personality Traits - refer to

the characteristics or traits of a person which involve both

psychological and social aspects. Psychological includes

the way he/she perceives things, ideas, beliefs and

understanding and how he/she acts and relates these

things, to others and in social situations.

 Potential – refers to an estimate or prediction of an

employee’s capacity and ability to perform the duties of the

position to be filled and those of higher or more responsible

 positions in the line of promotion. The prediction shall be

based on the factors above (4.2.1 – 4.2.4), and on all other

factors that may help in predicting the employee’s ability

to efficiently perform the duties of the position to which he

shall be promoted and of other more responsible positions

in the line of promotion.

 To determine the comparative competence and

qualifications of candidates for recruitment/appointment,

they shall be evaluated on the basis of education, training,

experience, outstanding accomplishments, including

psychological evaluation, written examination, skills tests,

interview, background investigation and other similar tests

of fitness.
Schematic Diagram

INDEPENDENT VARIABLES DEPENDENT VARIABLES

RESPONDENT’S PROFILE

 Age  Working Experience

 Civil Status  Educational

 Work Designation Background / Tarinings

 Years in Service  Criteria for Promotion

 Promotion Application

FIGURE 1 – Schematic Diagram of the Study

Statement of the Problem

Gilliland (1994) noted that without the perception of fairness, a

system that is designed to appraise, reward, motivate, and develop can

actually have the opposite effect and create frustration and resentment.

The continuing debate and controversy on perceived factors influencing

employee promotion in organizations is an issue that calls for more

research.

The aim of this study is to establish perceived factors influencing

employee promotion in a national government agency.

Specifically, this study sought to answer the following questions:

1. What is the profile of respondents in terms of?

1.1 Age

1.2 Marital Status

1.3 Work Designation

1.4 Years in Service

2. What are the standard requirements for promotion as perceived by

the respondents?

3. What is the educational background of the respondents?

4. How many times did the respondent applied for a promotion?

5. What are the challenges encountered by the respondents in

acquiring promotion?
Significance of the Study

This study is beneficial to the following:

Government Institution. The survey instrument developed for this

study could potentially serve as a contribution to the human resource

department of a government agency. The findings of the study will be

informative to the government and other stakeholders in terms of policy

administration ensuring fairness in organizational promotion policies

Civil Servants. An analysis on this study help employees to train

oneself and to be competitive in the career advancement. This will also

refine and hone the capabilities of the civil servants.

Future Researchers. With the results of this study, will form the

basis for and stimulate research in order to develop a better understanding

of career management in today’s business environment

Scope and Limitation

This study will focus on the factors affecting a promotion of an

employee in a national government agency. Thus This study will cover all

employees of a national government agency in Misamis Oriental who were

able to apply for a promotion.

Definition of Terms

The following terms are defined accordingly in order to take hold of

a deeper understanding of the study:

 Career - an occupation undertaken for a significant period of a

person's life and with opportunities for progress.

Development - taking steps to better yourself, such as by learning

new skills or overcoming bad habits

Enhancement - an increase or improvement in quality, value, or

extent.

Length of service - Longevity; duration of service or employment

Promotion - refers to the advancement of an employee's rank or

position

Work Experience - any experience that a person gains

while working in a specific field or occupation

 CHAPTER 2

REVIEW OF RELATED LITERATURE AND STUDIES

This chapter will go through several studies which will aid the

researcher to acquire ample information relevant on promotion in a

government agency.

Related Studies

Employee Promotion

Promotion is used to increase individual and organizational

effectiveness and to enable the organization to utilize expertise to the

optimum level by providing adequate opportunities to those who have

developed expertise. Promotions may be a reward for outstanding

performance but only if there is evidence o f potential competency.

Otherwise persons may be promoted to a level at which they are

incompetent. Given the proper encouragement in an evaluation interview,

most employees return to their jobs with a new determination to improve

their overall performance and eventually be promoted (Haimann & Hilgert,

1972).

The basic points that should be included in a promotion policy and

procedure are: promotion vacancies should be notified to the human

resources department; vacancies should be advertised internally;

departmental managers should not be allowed to refuse promotions within

a reasonable time unless the individual has been in the department for

less than, say, one year, or the department has recently suffered heavy
losses through promotions or transfers and finally promotion

opportunities should be open to all, irrespective o f race, creed, sex or

marital status.

Promotion opportunities

Armstrong (2006) contends that promotion opportunities are

positions within the organization hierarchy that require to be filled

whenever possible by qualified candidates not from outside the

organization workforce. When promotions opportunities exists in an

organization, then first priority should be given to internal employees

otherwise there will be little motivation for them to do a better job if better

and higher paying jobs are reserved for outsiders. Most employees are

motivated if they feel that they can move upwards in the organization.

Haimann et al., (1972) states that in carrying out promotions companies

can either choose to promote from within or from outside the company.

The latter is usually used in promotions based on open competition and it

is the policy of filling positions or making promotions from the most

qualified people available whether from outside or inside a given

organization.

James (2000) asserts that most organizations have policies for

promoting their employees into better and more promising positions. This

policy is widely practiced and is often of considerable significance both to

the organization and the employee. For the organization it is a good source

of trained people for better positions whereas for the employees it provides
a powerful incentive to perform better. According to him if employees have

worked for an organization for a period of time, more is known about them

and the various attributes they bring to a job than even the best selection

processes and interviews could reveal about outside applicants. Haimann

et al. (1972) advanced that on the other hand new blood discourages

current employees from becoming conformists and becomes necessary in

some instances such as the company’s inability to train staff internally

especially for long, expensive and specialized programmes. Typically there

are more employees available who are interested in a promotion than there

are openings within an organization. Since promotions should serve as an

incentive for employees to perform better supervisors believe that

promotions should be given to those who have the best records of quality,

productivity and skill.

Factors influencing employee promotion in organizations

Mullins (2010) argued that there are many factors influencing

employee promotion in organizations. He added that in the majority of

cases, managers clearly stated merit or ability as the overt belief. However,

the “if your face fits” syndrome also can be an apparent covert reason for

promotion. Koontz (1993) cites length o f service as a factor influencing

employee promotion in organizations. Many supervisors are comfortable

with the concept of length of service as a basis for promotion. Some

supervisors feel that an employee’s loyalty as expressed by length of

service deserves the reward of promotion. According to Rosenberg &

Billikopf (1983) an employee would enter the organization at the lowest

possible level and advance to a higher position as vacancies occur. Mathis

et al. (2000) asserts that a job specification is a list that includes the

knowledge, skills, and abilities an individual needs to perform a job

satisfactorily. Knowledge, skills, and abilities include education,

experience, work skill requirements, personal abilities, mental and

physical requirements. The job specification therefore becomes a major

point of reference during promotion to ensure that the employees being

promoted meet the job qualifications requirements.

Qualification as a factor influencing employee promotion is directed

towards contributing to the accomplishment of mission goals by staffing

positions with high-quality employees capable o f performing the relevant

duties. Merit as a factor is adopted by many organizations as a way of

motivating their employees to perform better. Merit is seen as a fair method

of rewarding those whose performance is considered exemplary and in the

process encourages everyone to strive to perform better. A salary increase

obtained as a result of one’s promotion has a greater value than a salary

increase that is given to everyone. This is supported by Thorndike’s law o

f effect which states that behaviours that are rewarded are more likely to

be repeated than those that are punished (Bums. 1992). Merit systems

rest on the principle that 11 only deserving employees’ are promoted after

a thorough assessment of their abilities for the next job o f higher

responsibility and status (Monappa et al., 1996; Rosenberg, et al., 1983)

 CHAPTER 3

RESEARCH METHODOLOGY

This chapter presents the research design, research locale, sampling

design, respondents, research instrument, data gathering procedure,

scoring procedure and statistical treatment of data.

Research Design

This study will use descriptive methods both quantitative and

qualitative design. A survey method and an interview will be used to

attempt to find the significant relation of an independent variable to an

identified reliant variable.

Research Locale

This study will be conducted in a national government agency

located in the Province of Misamis Oriental. Particularly in the city of

Cagayan de Oro. This government agency was founded back in 1972.

Figure 2. Geographical Location of Misamis Oriental

 17

Sampling Design

Purposive enumeration of the total population to be used in

determining the respondents of the study. A list of all casual, coterminous,

and permanent employees will be requested from the Human Resource

and Management Office. With the initial information furnished by the

Human Resource and Management Office.

The Respondents of the Study

The research participants will be the total population of the agency.

Casual, coterminous and permanent employees of the agency will be the

subject of study. There is a total number of 62 respondents.

The respondents will be informed of what will be expected of them

and the purpose of the study. Confidentiality will be assured and consent

forms will be provided and signed before the start of interview. All

respondents invited to participate will be informed on the option to

withdraw from the study at any given time or to be interviewed without

coercion or intimidation.

Research Instrument

The researcher will be using a reconstructed survey questionnaire

with reference to questionnaire developed by School of Business,

University of Nairobi being studied.

 Part I of the survey will capture the demographic profile of the

respondents such as age, position in the organization, marital status. The

Part II of the survey shall be the working experience, educational

background, criteria for promotion and application for promotion. Some

are expressed in a Yes or No questions and others are expressed in a 5-

point Likert scale.

Data Gathering Procedure

The stages of research include planning on how and what problem

or issues would be subject to the study together with the relevant

literatures to test the Statement of the Problem, its preparation,

administration and retrieval of survey questionnaires; tabulation,

interpretation and analysis of data to communicate the results to proper

authorities. Approval from the Head of the Agency was sought prior to the

conduct of the study and informed consents were distributed to the target

respondents with the survey questionnaires. Coding was used to translate

respondents’’ responses and to organize and summarize research data into

manageable forms using Microsoft Excel to analyze the data.

The questionnaire was divided into two parts. Part A focused on

personal information of the respondents whereas part B obtained

information on perceived factors influencing employee promotion.

Scoring Procedure

Data gathered on from the survey questionnaires to assess the

significance of having a graduate degree on promotion as to respondents

profile and the dependent variable was scored in a 5- Likert Scale using

the degree of interpretation very high, high, medium and low with a

description of strongly agree, agree, disagree and strongly disagree,

respectively.

Scoring and Interpretation of the Factors Affecting the Promotion of

Employees in a National Government

Scale Range Description Interpretation

5 4.20-5.00 Strongly Agree Very Good

4 3.40-4.19 Agree Good

3 2.60-3.39 Neutral Neutral

2 1.80-2.59 Disagree Poor

1 1.00-1.79 Strongly Disagree Very Poor

Statistical Treatment of Data

Quantitative data was generated in this study. The researcher

analyzed data using percentages, mean scores, standard deviation and

frequencies in order to arrive at conclusions. Percentages were used to

summarize and reflect the relative weight of factors influencing employee

promotion as perceived by the respondents. The frequencies were used to

examine the distribution of responses to each of the factors. The means

showed the magnitude of the weight a particular factor was given. To be

able to obtain the percentages, frequencies and means the edited data was

coded, labelled and then put into the statistical package for social sciences

(SPSS), which was then run to generate the values for interpretation. The

analyzed data was then presented in pie charts and tables.

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