Abstract
Purpose. The purpose of this study was to examine and analyze the impact that narrow-band career ladders have on the decision to promote to first-level supervisory positions. Theory. An integrated theory model incorporating n Achievement motivation theory, attribution theory, and organizational design theory focused on career ladders drive this research. Methodology. A questionnaire was developed and administered to a total population of first-level supervisors in a 10,000 person state-level public safety organization. The supervisors all held the same civil service classification, and constituted the first supervisory level of the broader classification that predominated in the organization. The questionnaire was designed in a way that permitted an examination of the reasons underlying the decision to seek promotion. Those decisions were then crosstabulated by category with education, levels of satisfaction, performance, and time in grade both before and after promotion to determine what differences if any existed between those who wanted to lead, and those who promoted because the career ladder only offered them that choice. Pearson's r and Spearman's rho were used to examine linear differences followed by one-way ANOVA and Tukey's HSD to determine the strength of differences between groups. Findings and conclusions. There were differences noted in the levels of satisfaction, performance, and time in grade between those who were supervisors who want to lead and those who did not. The study did not find a difference in educational level, nor did gender show differences. These findings are consistent with existing theories and support the conclusion that career ladders do influence individuals to become supervisors when they may prefer not to. Recommendations. Several avenues of additional research are suggested if the findings are successfully replicated. Isolating and examining supervisors expressing early leadership preferences may result in improved screening processes. Insuring that organizational career ladders offers meaningful options for advancement and recognition that do not include supervision offer the potential for improved performance, increased morale, and lower organizational costs.