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Journal of Human Resources Management Research

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Vol. 2016 (2016), Article ID 236549, 13 pages
DOI: 10.5171/2016.236549

Research Article

Perceptions of Key Success Factors for

Managers in France
Semra Karakas

Universit Paris Panthon Sorbonne, Prism-Sorbone, Paris, France

Correspondence should be addressed to: Semra KARAKAS; karakassemra@yahoo.fr

Received date: 6 April 2015; Accepted date: 15 April 2016; Published date: 23 September 2016

Copyright 2016. George Kostopoulos. Distributed under Creative Commons CC-BY 4.0

Abstract

In France, graduates of business or engineering schools and university graduates represent a

population of managers with potential or with high potential. That is why the study of this
population is an important issue for companies. First of all, we need to recall the situation of
higher education in France which is divided between the grandes coles and public
universities. The grandes coles represent elite higher education establishments because they
are very selective in their admission of students. These schools include business schools (for
example HEC, ENS, etc.) and engineering schools (for example Polytechnique, les Mines, Arts et
mtiers, etc.). The objective of this paper is to study the effect of degree (agrandes coles
degree vs a university degree), gender and age on the perceptions of key success factors for
promotion. We have also drawn a comparison between managers according to different criteria
(sex, degree, etc). Our results have shown that in general, the managerial characteristics are
perceived as crucial for promotions. However, women and university graduates attach more
importance to technical competencies than men and grandes coles graduates. Whereas older
managers are more inclined to geographical mobility and risk taking and would attach less
importance to support needs.

Keywords: Executive management, perceptions of promotions keys success, degree, sex,

age

Introduction motivate and retain a quality workforce

(Sturge et al., 2002). With the evolution of
The study of managers aroused and still economic and organizational contexts, the
arouses the interest of researchers and concept of career has evolved. Paradigms
organizations. In management, career is have emerged and highlighted the changing
particularly widely discussed through the behavior, attitudes and strategies of
analysis of the managers population. individuals to their careers. Managers have a
Indeed, companies are concerned about greater role in managing their careers and
manager career progress to attract, the protean career highlights the

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Cite this Article as: Semra Karakas (2016), Perceptions of Key Success Factors for Managers in France",
Journal of Human Resources Management Research, Vol. 2016 (2016), Article ID 236549, DOI:
10.5171/2016.236549
Journal of Human Resources Management Research 2
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proactive aspect of individuals in their Theoretical framework

careers. Also, it is interesting to analyze
their perception on factors that could The perception of promotion procedures
influence their career advancement or can have effects on attitudes, motivations
promotion because this will allow better and behaviors of individuals at work
understanding and management of this (Beehr and Taber, 1993). The expectancy
qualified personnel. Studies on promotions theory or VIE model (valence,
or hierarchical advancement have instrumentality, expectancy) developed by
attracted a significant number of works in Vroom (1964) is one of the best known
the management literature, and with the theories of behavioral research. Vroom
democratization of education and the (1964) was one of the first theorists to
massive entry of women in the labor adopt a perception of motivation as an
market, there have been many studies on active process; its approach corresponds to
womens careers. a process theory (Plane, 2012). The VIE
model allows highlighting the "behavioral
Furthermore, the socialization in different strategy" of individuals who act to get a
environments (school, family, etc.) can reward trough a rational choice (Safavian-
notably influence the beliefs, values, Martinon, 1998), so it "aims to explain the
personality traits, behaviors and choice of the individual at work according to
trajectories of individuals. Thus, their perceptions and efforts to contribute to
socialization can be characterized as the the achievement of a task "(Plane, 2012,
process by which individuals acquire some p.91). Promotion or career advancement is
of the values, attitudes, interests, skills and both a system of reward and a system of
beliefs of the groups to which they belong employee motivation. Thats why it is
to (Safavian-Martinon, 1998, p.124). The important to study what individuals
education system would therefore provide perceive as important factors for
skills and would also contribute to the promotion to better understand their
construction of the professional identities choices and eventually to highlight the
of individuals. differences between the perception of
employees and the organizational
In France, the grandes coles graduates and promotion system.
the university graduates represent a
population of managers with potential or with Therefore, several authors have studied the
high potential. The objective of this work is to various factors and characteristics that can
study the effect of the degree (grandes facilitate or, on the contrary, hinder career
coles degree and university degree), gender advancement. Thus, women and ethnic
and age on the perceptions of individuals on minority groups seem to face barriers in their
work behaviors and characteristics that ascent to higher positions (Daley, 1996).
would influence the progress of career Some behaviors may also influence
through comparisons of certain framework promotions. And the career advancement (or
categories (man, woman, grandes coles promotion) can be defined as a set of
graduates, etc.). For example, Heisler and promotions and evolutions in the direction of
Gemmill (1978) identified the perceptions of the top of the hierarchy (Hall, 1976). For
students and managers on behavior allowing example, Heisler and Gemmill (1978) have
career advancements. In our research, identified the perceptions of students and
particularly, we have shown that managerial managers on behavior allowing career
characteristics are perceived generally as advancements or hierarchical advances.
determining for the promotions. But women
and university graduates attach more For students, the 3 most important factors
importance to technical skills than men and are the task/communication effectiveness,
grandes coles graduates. Whereas with age, managerial proficiency and organizational
individuals are more inclined to geographical demeanor. For managers, the 3 most
mobility and risk taking and would give less important factors are the managerial
importance to support needs in more competences, organizational demeanor and
advanced positions. superficial presentability. Thus, according to
Heislers and Gemmills (1978) study,

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both groups would give more importance Our sample is similar to Safavian-Martinon
to factors linked to skills. Blevins et al. (1998) and from various works, we have
(1989) have also focused on the established a list of 25 items of beliefs
perceptions of promoting factors by about behaviors and characteristics that
comparing students in management and can influence career advancement or
managers. Furthermore, Beehr and Taber promotions. The intensity of the
(1993) worked on the perception of intra- importance of each proposal or item was
organizational mobility and their model measured by a Likert scale with five
have demonstrated two channels: answer choices: "not at all important",
"little important," "moderately important",
- Performance-based channels: "important" and "very important ".
Performance-based channels include
exceptional performance (such as having We submitted our questionnaire to a
good ideas and initiative, coming up with population of grandes coles graduates
lots of ideas, leadership ability, working and university graduates who are currently
long hours, etc.) and reliable performance employed. We have chosen to put it online
(such as doing a good job, good attendance, for easy access and in order to reach a
experience and ability, etc.) larger sample. We were able to get answers
from 1370 individuals with 1023 grandes
- Role-irrelevant channels : Role-irrelevant coles graduates (engineering school or
channels include personal characteristics business school) and 347 university
(race, sex, educational level, personality graduates (in science or management).
and appearance) and luck and favoritism With the concept of "perception of the
(such as getting the right breaks, having factors influencing career advancement",
friends or relatives higher up, etc.) the objective is to generate a list of
proposals for behavior or characteristic.
Objective and Methodology We choose not to aggregate the
characteristic into factor with a factor
The objective of this work is to study the analysis in order to obtain a finer analysis
perceptions of managers on factors of perceptions. Thus, any group of items
affecting promotions and to compare taken independently will cover a maximum
individuals according to the type of degree of perceptions of our population.
(a grandes coles degree vs a university Furthermore, our sample size allows us to
degree), age (three age groups: less than keep each item individually. We tested the
35 years, 35-50 years, and over 50 years) influence of the type of degree and sex on
and sex possibly to highlight differences. these perceptions by using variance
Our hypotheses are therefore as follows: analysis (ANOVA) which allows the study
of the relationship between qualitative and
- The perception of the factors influencing quantitative variables and the influence of
promotions differs by degree of individuals age using a regression that is used in the
study of the relationship between two
- The perception of the factors influencing quantitative variables.
promotions differs by age individuals
Results
- The perception of the factors influencing
promotions differs by gender
As detailed in Annex 1, our sample of 1370
Using the factors of Beehr and Taber persons contains 75% of grandes coles
(1993) and Heisler and Gemmill (1978), graduates and 25% of university
which are questionnaires found in the graduates, 75% of men and 25% women.
literature, Savafian-Martinon (1998) When we look at the distribution by age,
conducted a selection of items that seemed approximately 51.5% are under 35 years,
most relevant to its population of grandes 38.5% are between 35 and 50 years and
coles graduates and university graduates 10% over 50 years.
and she completed the series with her
qualitative study. Annex 2 presents the average score for
each proposal in the total sample and in

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Journal of Human Resources Management Research 4
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groups by gender, type of degree and the scores in contrast to more 50 years. The
age group. It appears that in all categories individuals older than 50 years have the
of managers, dynamism, ambition, items "take risks" and "be inclined to a
leadership skills, relational and geographic mobility," which do not appear
communication ease, ability to show in the top 10 score factors in individuals
themselves or to make themselves known, under 50 years. Furthermore, in
the political sense, creativity and to be able individuals aged 35-50 years, the item
to anticipate (items 1-6, item 9 and item "achieve good results even exceptional
19) are among the first 10 items with the ones" constitutes one of the 10 most
highest scores. The support of a supervisor important factors for promotions while
is also part of the 10 most important this is not the case for the other two
factors in all groups except for managers of groups, i.e. less 35 years and over 50 years.
"more than 50 years". With categorization Annexes 3, 4 and 5 present the results of
by sex, the item "skills, knowledge, know- ANOVA and regression testing.
how" appears in the top 10 factors scores
in women and not in men, while the item With the results of the ANOVA testing the
"be inclined mobility geographic "appears effect of gender on the different perception
in the top 10 scores of factors in men and variables, it appears that the mean
not in women. With categorization by type differences are significant for 10 items
of degree, among the 10 items with the (items 2, 4, 5, 6, 7, 13, 16, 22, 24 and 25).
highest scores, the item "skills, knowledge, About ANOVA testing the influence of the
know-how" appears in university degree on the variables, the average
graduates and not in grandes coles differences are significant for 12 items
graduates, while the items "inclined to a (items 3, 4, 6, 7, 9, 10, 13, 17, 18, 22, 24 and
geographic mobility" and "being 25). Finally, regression showed 8
cooperative" are in the 10 best scores for significant relationships, three positive
grandes coles graduates and not for (items 3, 20 and 22) and 5 negative (items
university graduates. Finally, with the 12, 13, 14, 16 and 18), but as specified in
categorization by age, the age under 35 annex 3, the links are very low.
years and 35-50 years have the items
"skills, knowledge, know-how "and" The following table summarizes all
support a superior" among the 10 best significant results:

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Table 1: Significant Results of variance and regression tests

SEX DEGREE AGE

2. Ambition Women > Men
3. Leadership ability University > Grandes coles Positive
influence
4. Relational and Women > Men University > Grandes coles
communication ease

5. To show off, to market Women > Men

themselves, to get known

6. Political sense, acquisition Women > Men University > Grandes coles
and use of relationships

7. Skills, knowledge, Women > Men University > Grandes coles

know-how

9. Be creative, have initiative University > Grandes coles

and be able to solve
problems
10. Work hard and work long University > Grandes coles
hours
12. Be different from the other, Negative
original influence

13. Support from a superior Women > Men University > Grandes coles Negative
influence
14.Support from husband/ Negative
spouse / the entourage influence

16. Be appreciated, respected Women > Men Negative

and listening to people influence
under your responsibility
and/or colleagues

17. Be cooperative, have the University > Grandes coles

spirit of collaboration

18. Accept criticism and admit University > Grandes coles Negative
its mistakes influence

20. Take risks Positive

influence
22. Be inclined to geographic Men > Women Grandes coles > University Positive
mobility influence
24. Be a man Women > Men University > Grandes coles
25. Not having a foreign Women > Men University > Grandes coles
nationality or foreign
origin

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Discussion and conclusion managers would be more inclined to accept

an international affection (their employment
This work aimed to determine the ensuring financial security) (Saba et Haines,
perception of a certain category of 2002). But for international mobility, as
managers (such as grandes coles recalled by Saba and Haines (2002), in the
graduates and university graduates) about current context of globalization and
the factors or behaviors that could international business development, mobility
influence promotions. We have seen that has become more important for executives.
whatever the manager category, the For the individual, the success of
variables with the 10 best scores are more international mobility is seen as a career
or less the same. This suggests that the accelerator and success after the return is
managerial characteristics such as conceived by career progression with a
dynamism, ambition, leadership, promotion or increased responsibilities
communication ease and ability market (Cerdin, 2004). According to Bournois
themselves are perceived in general as (1991), the main reasons pushing executives
determining promotions. To retain and to mobility in Europe would be "the hope of a
motivate its managers and stay future promotion or a better career
competitive in an increasingly aggressive development" (52%), "Personal and / or
market, companies must be able to family experience in another culture" (21%),
generate formations or situations to "the immediate promotion" (14%) and
develop these characteristics. "compensation" (10%). This perception is
more pronounced in men than in women and
It is interesting to see in more detail the it could influence the differences in career
variables for which the differences or links success. In a context of international
are significant by sex, degree or age group. competition, companies should take into
Thus, in our analysis by sex, we found that consideration that this mobility is less clear
for all significant mean differences, women for women and should ensure better support
still have a higher average than men with to facilitate their mobility, positively
the exception for the variable "be inclined influencing career success and also the
to a geographical mobility . The average of satisfaction of these managers.
this variable is not only higher in men but
it is also part of their 10 best averages
unlike women. Thus, men attach more Moreover, in our analyses by age group,
importance to mobility than women. This the item "be inclined to a geographical
result concurs with some studies which mobility" is significantly positively linked
have shown that women are less willing to with age. Indeed, the average for this item
geographic mobility, especially international is one of the 10 best averages in the people
mobility. Some factors, such as age, sex, who are over 50 years unlike the under 35
family situation and work experience and 35-50 years. Indeed, as stated by the
internationally, have influences on the survey of Saba and Haines (2002), older
acceptance of an international assignment. executives would more easily consider
Although, the influence of these factors on international mobility. This mobility is
international mobility does not meet explained by the fact that they have less
unanimity among researchers, we have noted family responsibility and thus can find a
some characteristics: the youth are more way to escape from the career plateauing
predisposed to mobility, women are more problems they often face. The other
reluctant to accept mobility, the attitude of variable that marks the difference between
the spouse regarding mobility influences the the over 50 and under 50 years old is the
decision of an international mobility (this item "take risks". This item is part of the
would be more important for women than 10 best averages for the manager over 50
for men), having children (especially children years in contrast to less than 50 years.
under five years) and adolescents discourage Indeed, as in the case of international
international mobility, and finally, the mobility, it seems that older managers can
highest paid easily envision taking risks notably due to

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less family responsibility, a need to prove can say that women and university
themselves to fight against to possible graduates attach more importance to
career plateauing and / or a risk of failure technical skills than their male
more easily surmountable financially with counterparts and grandes coles
higher work experience. It is also graduates.
interesting to note that for all variables
significantly linked to age, this relationship Thus, in the light of these analyses, it is
is negative except for items "leadership possible to better understand the
ability", "take risks" and "be inclined to a perceptions of managers to understand the
geographical mobility". The perception of possible career differences, to act on their
originality, support from a superior, motivation, their involvement or their
spousal support, appreciation by sense of recognition and allow their
colleagues or people under his loyalty, which is one of the main issues of
responsibility and acceptance of criticism human resources and companies in a
is higher among younger than among older context of global competition
managers. Indeed with age, individuals
would give less importance to the References
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higher average than grandes coles Henthorne, T. L. (1989), Perceptions
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mobility ". These two items are also among business students , American Business
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During their initial education, grandes Sociologie des cadres, La Dcouverte
coles graduates have an obligation to stay (ed), Paris
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the brightest students who have often 4. Bournois, F. (1991), La gestion des
privileged backgrounds and who are cadres en Europe, Eyrolles (ed), Paris
dedicated to the most prestigious and
remunerative careers (Bouffartigue and 5. Daley, D. M (1996), Paths of glory
Gadea, 2000). Therefore, this socialization and the glass ceiling: differing patterns
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Gadea, 2000) in keeping with the belief of the Public Administration Quarterly, 143-
importance of a leader's profile for career 162
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seem more pronounced among grandes construction des identits sociales et
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compared to men, the item "skills, Paris.
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graduates and one of the 10 best averages Julien, D. (2005), Les survivants : vers
unlike grandes coles graduates. So we une gestion diffrencie des ressources
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Journal of Human Resources Management Research 8
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8. Hall, D. T. (1976), Careers in 12. Safavian Martinon, M. (1998), Le lien

organizations, Jossey-Bass, San entre diplme et la logique dacteur
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Executive and MBA student views of coles de gestion , Phd in Mangement,
corporate promotion practices : a University Paris1-Panthon-Sorbonne
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2002/1, vol.27, 33-40.

Annex 1: Descriptive statistics of our sample

DEGREE

Grandes
Ecoles University Total
AGE AND SEX
Under 35 years
Woman 129 109 238
Man 357 112 469
Total 486 221 707
]35- 50 years]
Woman 47 48 95
Man 373 59 432
Total 420 107 527
Over 50 years
Woman 4 5 9
Man 113 14 127
Total 117 19 136

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Annex 2: Average score per item in the total sample and in the categories by sex, degree and age
TOTAL SEX DEGREE AGE

Woman Man Grandes University Under 35 years ] 35- 50 Over 50

coles years] years
1. Dynamism and entrepreneurial spirit 4,10 (2) 4,09 (4) 4,10 (3) 4,10 (3) 4,09 (3) 4,10 (3) 4,05 (5) 4,26 (3)
2. Ambition 3,95 (6) 4,06 (5) 3,91 (7) 3,95 (7) 3,95 (7) 3,98 (7) 3,93 (7) 3,89 (8)
3. Leadership ability 4,10 (2) 4,04 (6) 4,12 (2) 4,14 (2) 3,97 (6) 4,00 (5) 4,18 (2) 4,27 (2)
4. Relational and communication ease 4,45 (1) 4,56 (1) 4,42 (1) 4,42 (1) 4,54 (1) 4,48 (1) 4,42 (1) 4,43 (1)
5. To show off, to market themselves, to get known 4,03 (4) 4,13 (3) 4,00 (6) 4,02 (5) 4,07 (4) 4,02 (4) 4,06 (4) 3,98 (5)
6. Political sense, acquisition and use of relationships 4,12 (3) 4,20 (2) 4,09 (4) 4,08 (4) 4,22 (2) 4,14 (2) 4,12 (3) 3,97 (6)
7. Skills, knowledge, know-how 3,69 (8) 3,81 (9) 3,64 3,61 3,92 (8) 3,72 (10) 3,65 (9) 3,63
8. Achieve significant or exceptional results 3,63 (10) 3,63 3,64 3,61 3,70 3,65 3,62 3,61
9. Be creative, have initiative and be able to solve problems 3,73 (7) 3,80 (10) 3,71 (8) 3,68 (8) 3,86 (10) 3,80 (9) 3,62 3,79 (9)
10. Work hard and work long hours 2,90 2,97 2,88 2,86 3,02 2,93 2,87 2,85
11. Loving what you do, be passionate 3,42 3,39 3,42 3,38 3,51 3,40 3,37 3,66
12. Be different from the other, original 2,60 2,66 2,58 2,54 2,79 2,70 2,48 2,61
13. Support from a superior 3,73 (7) 3,96 (7) 3,65 (10) 3,67 (9) 3,90 (9) 3,81 (8) 3,67 (8) 3,54
14. Support from husband /spouse / the entourage 3,44 3,46 3,44 3,45 3,44 3,33 3,55 3,64
15. Successfully graduated from a prestigious school or university 3,35 3,42 3,33 3,34 3,39 3,38 3,32 3,33
16. Be appreciated, respected and listening to people under your responsibility 3,56 3,67 3,53 3,54 3,63 3,64 3,46 3,57
and/or colleagues
17. Be cooperative, have the spirit of collaboration 3,66 (9) 3,75 3,64 3,63 (10) 3,76 3,73 3,57 3,69
18. Accept criticism and admit its mistakes 3,51 3,61 3,48 3,47 3,63 3,60 3,40 3,51
19. Able to anticipate 3,99 (5) 3,94 (8) 4,01(5) 3,98 (6) 4,01 (5) 3,99 (6) 3,96 (6) 4,13 (4)
20. Take risks 3,49 3,48 3,49 3,50 3,48 3,47 3,46 3,75 (10)
21. Be able to express his disagreement and his wishes 3,37 3,38 3,37 3,36 3,40 3,42 3,30 3,35
22. Be inclined to geographic mobility 3,58 3,32 3,66 (9) 3,67 (9) 3,29 3,45 3,66 3,91 (7)
23. Have a look of manager (presence, appearance) 3,44 3,50 3,43 3,45 3,44 3,43 3,47 3,39
24. Be a man 2,46 2,95 2,30 2,40 2,67 2,42 2,51 2,53
25. Not having a foreign nationality or foreign origin 2,35 2,62 2,27 2,29 2,54 2,35 2,35 2,40
The numbers in parentheses are the rankings of the top 10 scores in the total sample and in each sub-sample by sex, degree and age

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Annex 3: ANOVA results between sex and perception of the different variables that can influence
promotions

N Mean SD F Significance F
Factor1 Man 1028 4,10 ,750 ,010 ,920
Woman 342 4,09 ,733
Factor2 Man 1028 3,91 ,800 10,207 ,001
Woman 342 4,06 ,656
Factor3 Man 1028 4,12 ,784 2,461 ,117
Woman 342 4,04 ,741
Factor4 Man 1028 4,42 ,666 12,527 ,000
Woman 342 4,56 ,589
Factor5 Man 1028 4,00 ,857 6,610 ,010
Woman 342 4,13 ,803
Factor6 Man 1028 4,09 ,844 4,860 ,028
Woman 342 4,20 ,816
Factor7 Man 1028 3,64 ,909 8,348 ,004
Woman 342 3,81 ,865
Factor8 Man 1028 3,64 ,878 ,020 ,889
Woman 342 3,63 ,817
Factor9 Man 1028 3,71 ,914 2,925 ,087
Woman 342 3,80 ,811
Factor10 Man 1028 2,88 ,974 2,377 ,123
Woman 342 2,97 ,915
Factor11 Man 1028 3,42 1,163 ,203 ,653
Woman 342 3,39 1,109
Factor12 Man 1028 2,58 1,028 1,601 ,206
Woman 342 2,66 1,019
Factor13 Man 1028 3,65 ,971 26,645 ,000
Woman 342 3,96 ,886
Factor14 Man 1028 3,44 1,142 ,129 ,720
Woman 342 3,46 1,074
Factor15 Man 1028 3,33 1,090 1,594 ,207
Woman 342 3,42 1,015
Factor16 Man 1028 3,53 ,992 5,366 ,021
Woman 342 3,67 ,906
Factor17 Man 1028 3,64 ,933 3,780 ,052
Woman 342 3,75 ,870
Factor18 Man 1028 3,48 1,100 3,541 ,060
Woman 342 3,61 ,938
Factor19 Man 1028 4,01 ,890 1,533 ,216
Woman 342 3,94 ,806
Factor20 Man 1028 3,49 ,951 ,061 ,805
Woman 342 3,48 ,937
Factor21 Man 1028 3,37 ,985 ,056 ,813
Woman 342 3,38 ,929
Factor22 Man 1028 3,66 ,973 30,318 ,000
Woman 342 3,32 1,067
Factor23 Man 1028 3,43 1,040 1,464 ,227
Woman 342 3,50 1,001
Factor24 Man 1028 2,30 1,105 83,216 ,000
Woman 342 2,95 1,248
Factor25 Man 1028 2,27 1,128 24,525 ,000
Woman 342 2,62 1,150

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Annex 4: ANOVA Results between type of degree and the perception of the different variables that can
influence promotions

N MEAN SD Minimum Maximum

Factor1 Grandes Ecoles 1023 4,10 ,739 ,094 ,759
University 347 4,09 ,763
Factor2 Grandes Ecoles 1023 3,95 ,801 ,014 ,905
University 347 3,95 ,666
Factor3 Grandes Ecoles 1023 4,14 ,780 11,963 ,001
University 347 3,97 ,746
Factor4 Grandes Ecoles 1023 4,42 ,662 7,962 ,005
University 347 4,54 ,609
Factor5 Grandes Ecoles 1023 4,02 ,862 ,857 ,355
University 347 4,07 ,798
Factor6 Grandes Ecoles 1023 4,08 ,857 7,965 ,005
University 347 4,22 ,772
Factor7 Grandes Ecoles 1023 3,61 ,911 32,841 ,000
University 347 3,92 ,827
Factor8 Grandes Ecoles 1023 3,61 ,862 2,963 ,085
University 347 3,70 ,864
Factor9 Grandes Ecoles 1023 3,68 ,891 10,711 ,001
University 347 3,86 ,875
Factor10 Grandes Ecoles 1023 2,86 ,962 6,794 ,009
University 347 3,02 ,946
Factor11 Grandes Ecoles 1023 3,38 1,159 3,309 ,069
University 347 3,51 1,116
Factor12 Grandes Ecoles 1023 2,54 1,025 16,032 ,000
University 347 2,79 1,007
Factor13 Grandes Ecoles 1023 3,67 ,977 14,221 ,000
University 347 3,90 ,887
Factor14 Grandes Ecoles 1023 3,45 1,133 ,023 ,880
University 347 3,44 1,101
Factor15 Grandes Ecoles 1023 3,34 1,070 ,649 ,421
University 347 3,39 1,079
Factor16 Grandes Ecoles 1023 3,54 ,998 2,394 ,122
University 347 3,63 ,891
Factor17 Grandes Ecoles 1023 3,63 ,940 5,074 ,024
University 347 3,76 ,845
Factor18 Grandes Ecoles 1023 3,47 1,074 5,334 ,021
University 347 3,63 1,022
Factor19 Grandes Ecoles 1023 3,98 ,880 ,394 ,530
University 347 4,01 ,841
Factor20 Grandes Ecoles 1023 3,50 ,963 ,117 ,733
University 347 3,48 ,900
Factor21 Grandes Ecoles 1023 3,36 ,961 ,396 ,529
University 347 3,40 1,002
Factor22 Grandes Ecoles 1023 3,67 ,996 39,729 ,000
University 347 3,29 ,987
Factor23 Grandes Ecoles 1023 3,45 1,031 ,038 ,845
University 347 3,44 1,030
Factor24 Grandes Ecoles 1023 2,40 1,148 13,655 ,000
University 347 2,67 1,237
Factor25 Grandes Ecoles 1023 2,29 1,127 12,254 ,000
University 347 2,54 1,173

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Semra Karakas (2016), Journal of Human Resources Management Research, DOI: 10.5171/2016. 236549
 Journal of Human Resources Management Research 12
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Annex 5: Regression results between the age group and the perception of the different variables that
can influence promotions

Adjusted R
Sig. Square
Bta t
Factor1 ,026 ,951 ,342 ,000
Factor2 -,038 -1,415 ,157 ,001
Factor3 ,127 4,754 ,000 ,016
Factor4 -,040 -1,465 ,143 ,001
Factor5 ,000 -,012 ,991 ,000
Factor6 -,051 -1,901 ,058 ,002
Factor7 -,040 -1,473 ,141 ,001
Factor8 -,018 -,650 ,516 ,000
Factor9 -,050 -1,839 ,066 ,002
Factor10 -,033 -1,240 ,215 ,000
Factor11 ,042 1,542 ,123 ,001
Factor12 -,069 -2,570 ,010 ,004
Factor13 -,098 -3,644 ,000 ,009
Factor14 ,107 3,997 ,000 ,011
Factor15 -,023 -,851 ,395 ,000
Factor16 -,056 -2,085 ,037 ,002
Factor17 -,048 -1,785 ,074 ,002
Factor18 -,064 -2,369 ,018 ,003
Factor19 ,026 ,969 ,333 ,000
Factor20 ,062 2,282 ,023 ,003
Factor21 -,047 -1,722 ,085 ,001
Factor22 ,148 5,539 ,000 ,021
Factor23 ,000 -,007 ,994 ,000
Factor24 ,040 1,469 ,142 ,001
Factor25 ,011 ,396 ,692 ,000

Notes - The "Valence", that is to say the value that the

individual attributes to the likely consequences of
his behavior namely Z reward;
HEC: Haute Etude Commercial
- The "Instrumentality": it is the probability
perceived by the individual if they reach a certain
performance level (Y result), they can get Z reward
ENS: Ecole Normale Superieure (Philip Francis Boisserolles Saint Julien, 2005).
The instrumentality represents the concrete effects
The VIE model: Considering behavior X (or an that the person hopes to achieve following on their
act, an effort level), a result Y (or performance) and Z efforts and performance (Plane, 2012);
reward (or consequence) according to this theory, the
behavior X of an individual is due to three elements: - The "Expectation": it is "waiting that an action is
followed by a result called of first level
(performance)" (Philip Francis Boisserolles Saint
Julien, 2005, p.91), it corresponds to the expectation
that the behavior X will lead to a result Y.

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Semra Karakas (2016), Journal of Human Resources Management Research, DOI: 10.5171/2016. 236549
13 Journal of Human Resources Management Research
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Communication effectiveness: Is able to Managerial Competences: Is willing to take

argue logically; Is able to sell his ideas; Is willing to suggestions from subordinates; Has the respect of
work more than 40 hours a week; etc. (Heisler and subordinates; Is able to develop subordinates; etc
Gemmil,1978) (Heisler and Gemmill,1978)

Managerial Proficiency: Is willing to take

suggestions from subordinates; Has the respect of Organizational Demeanor: Doesnt complain
subordinates; Is able to develop subordinates; etc. about rules and procedure; Is an advocate of company
(Heisler and Gemmill,1978) policy (Heisler and Gemmill,1978)

Organizational Demeanor: Is willing to take

suggestions from subordinates; Has the respect of
subordinates; Is able to develop subordinates; etc.
(Heisler and Gemmill,1978) Presentability: Has a clean-cut appearance;
Has a pleasant personality; look like a manager;
etc. (Heisler and Gemmill,1978)

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Semra Karakas (2016), Journal of Human Resources Management Research, DOI: 10.5171/2016. 236549