Ellysa A. Clemente
Analog Devices Inc.
Master’s in Business Administration
Abstract
Promotion decisions are significant milestones in an employee's career—they not only impact personal growth but also help shape the workplace culture and play a substantial role in the organisation's overall success. This paper explores the ongoing debate between promoting based on tenure versus performance, while also examining the often-overlooked influence of organisational politics. Tenure-based promotions provide a reassuring feeling by valuing employees' lasting commitment and the expertise they've developed through the years. In contrast, performance-based approaches emphasise measurable outcomes and personal accomplishments, often driving motivation and fueling new, creative thinking. Yet, neither system operates in a vacuum—both are influenced by internal politics, which can help or hinder fair decision-making. Political skills, such as networking and building strong workplace relationships, often become crucial for advancement, especially in politically sensitive environments. Leaders play a vital role in setting the tone in the workplace by ensuring that promotion processes are transparent, ethical, and grounded in both merit and experience. When organisations invest in clear policies, ethical political skill-building, mentorship opportunities, and regular feedback, they help curb negative political behaviours, boost morale, and create a more inclusive and motivating workplace. Taking a balanced approach enables companies to capitalise on the strengths of both systems while mitigating their weaknesses through effective leadership and strategic management of organizational dynamics.
Keywords: Organisation politics, employees, work, performance, tenure, promotion, career advancement, rewards
Introduction
In every organisation, promotion decisions are crucial
turning points that influence both individual career paths and the overall
organisational effectiveness. Organisational politics refers to the actions and
behaviours people use within a company to gain power, influence decisions, or
advance personal or group interests. Aristotle wrote that politics stems from a
diversity of interests, and those competing interests must be resolved in some
way. "Rational" decision-making alone may not work when interests are
fundamentally discrepant. Hence, political actions and persuasive strategies
are initiated. Traditionally, numerous organisations have favoured tenure-based
promotion, where the length of service largely determines advancement. However,
this method is increasingly at odds with the growing emphasis on
performance-based meritocracy, which prioritises promotions based on measurable
achievements and individual contributions. The underlying dynamics of
organisational politics further complicate the tension between these two
paradigms—the actions and power plays employees undertake to influence
decisions and secure resources, including promotions.
Organisational politics naturally emerge in an
environment where opportunities, such as promotions, are limited and evaluation
criteria are unclear, leading to a competitive atmosphere in which individuals
form coalitions and employ strategic tactics to pursue their personal goals.
Understanding how political behaviour interacts with promotion processes based
on performance or tenure is critical, as it affects employee motivation,
fairness perceptions, and organisational morale. This paper explores the delicate
balance between performance-based and tenure-based promotion systems, with a
particular focus on how political behaviour and power dynamics can either
enhance or undermine the effectiveness of each approach in real-world
organisational settings. By examining these factors closely, the study aims to
help organisations develop fair and effective promotion practices—ones that
minimise harmful office politics and genuinely recognize individuals for their
genuine contributions and achievements.
Practical politics isn't about winning at all costs; it's about achieving results while maintaining strong, respectful relationships. Although often portrayed negatively, organisational politics are not inherently evil; they can be beneficial when managed effectively. Instead, it's essential to be aware of the potentially destructive aspects of organisational politics to minimise their adverse effect. Of course, individuals within organisations can waste time overly engaging in political behaviour. Research reported in HR Magazine found that managers waste 20% of their time managing politics. However, as John Kotter wrote in Power and Influence, "Without political awareness and skill, we face the inevitable prospect of becoming immersed in bureaucratic infighting, parochial politics and destructive power struggles, which greatly retard organisational initiative, innovation, morale, and performance" (Kotter, 1985). Is our organisation promoting the best — or just the longest-serving?
Performance Meritocracy: Principles, Benefits, and
Challenges
In a meritocratic organisation, employees with
equivalent tenure may receive differing treatment based on their visibility and
level of interpersonal engagement with management. Individuals who are more
sociable and visible to supervisors are often more likely to receive raises or
promotions, not solely due to the duration of their service but based on
measurable results and overall impact. Individual contributions and
effectiveness within the organisation are given high priority in
performance-based promotions. A meritocratic workplace fosters a culture in
which talent and performance serve as the primary criteria for rewards and
career advancement. This approach presents a significant opportunity to enhance
employee motivation and promote organisational creativity. These include
increased employee engagement, promoting healthy competition, fostering trust
and morale, and encouraging ownership and accountability. Furthermore, it
rewards creative problem-solving, nurtures a growth mindset, empowers high performers,
and helps reduce fear of failure.
When meritocracy is implemented effectively, it can promote the potential to drive both excellence and fairness in the workplace. Efforts and achievements will be rewarded accordingly. Hence, enhancing motivation and enabling capable individuals to contribute innovative ideas without being restrained by bias or rigid hierarchies. However, meritocratic systems are not without limitations. If applied without proper oversight, they are unaware of inequality, subjective bias, and employee burnout. For meritocracy to function equitably, it must be supported by transparency, fairness, and inclusive practices that ensure equal opportunity for all employees.
Tenure-Based Promotion: Rationale, Advantages, and
Limitations
In a seniority- or tenure-based advancement system, an
employee's length of service, rather than their performance, determines their
promotions and career advancement. This approach is grounded in principles of
loyalty, experience accumulation, and fairness, assuming that longer-serving
employees have greater institutional knowledge and deserve recognition for
their commitment. Tenure promotes loyalty by rewarding long-term commitment
with job security and opportunities for advancement. Employees are more likely
to stay within an organisation when they feel that their long-term service is
recognised by management and contributes to their career advancement.
It also contributes to organisational stability by
reducing turnover and preserving institutional knowledge. When experienced
employees remain with the organisation, it helps maintain the continuity in
operations, organisation culture, and decision-making. Stability contributes to
a more consistent work environment, supports mentorship, and fosters internal
collaboration and unity over time.
Tenure-based advancement may result in certain drawbacks, such as a sense of stagnation, where employees become less motivated due to the security of their position and may exhibit resistance to change, as long-serving staff might prefer traditional practices over innovation. It can also hinder the recognition of high-performing newer employees, reduce efficiency by promoting based on time rather than merit, and potentially limit diversity in leadership if newer talent is overlooked.
Conclusion
This paper highlights the importance of navigating the
tension between performance meritocracy and tenure-based promotion in
understanding effective career advancement within organisations characterised by complex political dynamics. Organisational politics — both formal and
informal — significantly influence promotion outcomes. While a performance
meritocracy supports innovation, motivation, and organisational agility by
rewarding talent and results, a tenure-based promotion system supports loyalty,
stability, and the retention of institutional knowledge. However, both systems
are vulnerable to political manoeuvring that can either facilitate or hinder
fair career progression, depending on how politics is managed ethically and
strategically.
The research highlights that political skills, such as
networking, social judgment, and relationship building, are essential for
career advancement, particularly in environments where organisational politics
are prominent. At the same time, organisational leadership plays a pivotal role
in shaping the political climate by fostering transparency, providing
consistent feedback, and modelling ethical behaviour. Taking a balanced approach
that values both people's contributions and their experience while managing
workplace political behaviours can lead to happier employees, a greater sense of
fairness, and a more effective organisation overall.
To build a workplace where career growth feels fair
and fulfilling, organisations are encouraged to combine practical structure
with a genuinely supportive culture. The organisation should adopt open and
transparent promotion policies that consider both an employee's contributions
and their experience. This can go a long way in reducing confusion,
frustration, and the sense that decisions are unfair. At the same time,
providing training on ethical political skills can help both staff and managers
navigate workplace dynamics without resorting to favouritism. It's also
essential to have leaders who lead by example, promoting fairness, openness,
and merit-based recognition. Mentorship programs are crucial in helping
employees grow, not only by enhancing their skills and performance but also by
guiding them on how to navigate the social and political aspects of the
workplace with confidence and respect.
Additionally, providing regular and honest feedback
helps employees understand their progress, builds trust, and reduces the
likelihood of unhealthy competition or misunderstandings about advancement
opportunities. Altogether, these efforts can create a more encouraging and
inclusive workplace where everyone feels supported, valued, and confident that
they have a fair chance to grow and succeed. Together, these measures can
foster a balanced, fair, and motivating work environment that supports
sustainable career progression.
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