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  <titleInfo>
    <title>Determinants and consequences of promotions in Britain</title>
  </titleInfo>
  <name type="personal">
    <namePart>Francesconi, Marco</namePart>
    <role>
      <roleTerm authority="marcrelator" type="text">creator</roleTerm>
    </role>
  </name>
  <typeOfResource>text</typeOfResource>
  <originInfo>
    <place>
      <placeTerm type="code" authority="marccountry">xu|</placeTerm>
    </place>
    <dateIssued>2001</dateIssued>
    <issuance>continuing</issuance>
  </originInfo>
  <language>
    <languageTerm authority="iso639-2b" type="code">ng </languageTerm>
  </language>
  <physicalDescription>
    <extent>p.279-310</extent>
  </physicalDescription>
  <abstract>Using longitudinal data from the British Household Panel Survey 1991-1995, this study finds that 9 percent of all workers report a promotion at their firm in any given year and that promotions account for approximately 36 percent of total job turnover, with small gender differences.  Workers who are married, have full-time jobs, work overtime, are employed in large establishments and high-level occupations, and come from more recent cohorts have significantly higher chances of promotion.  In addition, promotions lead to higher wage growth and increases in job satisfaction. - Reproduced</abstract>
  <subject>
    <topic>Manpower - Great Britain</topic>
  </subject>
  <subject>
    <topic>Manpower</topic>
  </subject>
  <relatedItem type="host">
    <name>
      <namePart>Oxford Bulletin of Economics and Statistics</namePart>
    </name>
  </relatedItem>
  <recordInfo>
    <recordCreationDate encoding="marc">180718</recordCreationDate>
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