Abstract
The investigation used normative descriptive research methodology to measure the equity perception of senior personnel (researchers and managers) of the dual career ladder policy as implemented at a naval research and development laboratory. Relationships between promotion criteria, position perquisites, and the equity perception of a dual career ladder were studied. Variables having potential impacts upon an equity perception were identified. These variables were used to develop five research hypotheses to determine the perceptions of senior personnel of employee understanding of promotion criteria, the fairness of promotion criteria, the fairness of promotion criteria implementation, promotion candidate quality, and of perquisite equality. An Equity Perception Survey Instrument was developed and administered at the Naval Civil Engineering Laboratory in Port Hueneme, California. Senior personnel (management and researchers) perceived that the dual career ladder policy implemented at the Naval Civil Engineering Laboratory was not equitable for researchers. Four of the five hypotheses were rejected. The senior personnel perceived that promotion criteria were fair, but unknown by employees yet to be promoted onto the dual ladder, and not properly implemented by management. The quality of promoted candidates was perceived as not always the best available and perquisites for researchers were perceived as inequitable to management's. The study concluded that poor communications between management, junior level researchers, and support personnel were the major cause for the negative equity perception. Several policy recommendations were offered to improve the equity perception of the dual career ladder by improving communications through the use of training seminars, committees, and increasing the visibility of researcher accomplishments and perquisites. Several unresolved issues and possible relevancy for other organizations were identified and phrased as potential research questions to determine (1) the impact that perquisite equity would have upon the power needs of management, (2) the equity perception and researcher retention at other laboratories, and (3) the impact of external variables, organizational communications, and grade level upon a dual career ladder equity perception.