Research Paper on:
Making a Promotion Decision

Unformatted Sample Text from the Research Paper:
is interpreted by other employees. In a financial company importance of choosing the correct person for the right job is not only based on issues such as leadership characteristics and  commitment, there will also need to be a consideration of technical skills and industry knowledge as well is more personal abilities. When choosing the right employee to be given a  promotion to that of a regional manager it is likely that the decision will not meet with universal approval of all employees, especially if several feel that they can do  the job. Therefore, it is important that whatever methodologies utilized in order to determine who the promotion will go to, it should be robust and inclusive and stand up to  scrutiny, if the process is not deemed to be fair there could be long-term motivation issues and negative reactions against a decision (Huczyniski and Buchanan, 2003). Hammond (et al,  1999), put forward a decision-making process which includes a tenements. This provides a good framework any decision making, including aiding in a decision regarding who to give a promotion to.  The eight elements that need to be considered are problem, objectives, alternatives, consequences, trade-offs, uncertainty, risk tolerance and linked decisions (Hammond et al, 1999). In this case the problem is  the departure of a regional manager, this leaves a space that is to be filled. The job undertakes a number of tasks include overseeing different teams, managing performance, motivation as  well as ensuring compliance with relative legislative requirements which are present in the majority financial industries (Howells and Bain, 2004). The latter of compliance issues is not undertaken alone, but  will be undertaken in conjunction in consultation with the compliance department. While the position remains vacant individuals at the lower level and a high level having to cover the tasks