Organization's Ladder Research Articles

Practice what you preach: Does the legal status of microfinance institutions matter in gender equality?

AbstractConsidering the importance of promoting gender equality, Microfinance Institutions (MFIs) have emerged to reduce the gender gap by supplying credit opportunities to women. However, the microfinance literature has largely focused on the role of women in the client base while devoting less attention to their representation in the organizational structure of MFIs. This study aims to fill this gap. Using ANOVA and random effects models, our purpose is to investigate which types of MFIs more intensively promote gender equality within their workforce, at any of the organizational ladders. We analyze data from 1222 MFIs across 102 developing countries from 2010 to 2018. Empirical evidence reveals that the presence of females in both the workforce and the client base is significantly lower in commercially motivated MFIs (e.g., banks and other for‐profit institutions) compared to non‐government organizations (NGOs), and —to a lesser extent— credit unions, cooperatives and rural banks. Our results suggest that the microfinance sector would benefit from a stronger emphasis on NGO‐driven initiatives to promote female representation in terms of both employment opportunities and access to credit.

Above the law? How motivated moral reasoning shapes evaluations of high performer unethicality.

Recent revelations have brought to light the misconduct of high performers across various fields and occupations who were promoted up the organizational ladder rather than punished for their unethical behavior. Drawing on principles of motivated moral reasoning, we investigate how employee performance biases supervisors' moral judgment of employee unethical behavior and how supervisors' performance-focus shapes how they account for moral judgments in promotion recommendations. We test our model in three studies: a field study of 587 employees and their 124 supervisors at a Fortune 500 telecom company, an experiment with two samples of working adults, and an experiment that directly varied explanatory mechanisms. Evidence revealed a moral double standard such that supervisors rendered less punitive judgment of the unethical acts of higher performing employees. In turn, supervisors' bottom-line mentality (i.e., fixation on achieving results) influenced the degree to which they incorporated their punitive judgments into promotability considerations. By revealing the moral leniency afforded to higher performers and the uneven consequences meted out by supervisors, our results carry implications for behavioral ethics research and for organizations seeking to retain and promote their higher performers while also maintaining ethical standards that are applied fairly across employees. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

“I want to focus on something that I feel really good about every day”: Career development in established adulthood

In developed countries, education and career experimentation typically extends into people's twenties (Arnett, 2000, 2015; Mehta et al., 2020). Thus, people are not committing to a career path in which they can build expertise, take on increasing responsibilities, and climb an organizational ladder (Day et al., 2012) until they reach established adulthood, the period of development from 30 to 45. As the conceptualization of established adulthood is relatively new, little is known about career development during this period. As such, in the present study, we aimed to provide a better understanding of career development in established adulthood by interviewing participants (n = 100) aged 30–45 from across the United States about their career development. Some participants described Career Exploration in established adulthood, sharing how they were still searching for a good career fit, and how a sense of diminishing time related to how they explore career paths. Participants also described Career Stability in established adulthood, including feeling committed to a career path, noting that there were some drawbacks to this stability, but also benefits in terms of feeling confident in their roles. Finally, participants described Career Growth, and shared their experiences of climbing the career ladder as well as planning for the future and possible “second acts”. Taken together, our results suggest that established adulthood, at least in the USA, brings some stability in terms of career paths and development but that it may also be a period of career reflection for some.

Are leaders still presumed white by default? Racial bias in leader categorization revisited.

In the United States, leaders of the highest valued companies, best-ranked universities, and most-consumed media outlets are more likely to be White than what would be expected based on White people's representation in the U.S. population. One explanation for this racial gap is that U.S. respondents' prototype of a leader is White by default-which is, in turn, what causes White (vs. non-White) people to be promoted up the organizational ladder more quickly. Although this explanation has empirical support, its central premise was recently challenged by experimental evidence documenting that U.S. respondents no longer associate leaders, more than nonleaders, with being White. To reconcile these contradictory findings, we conducted three preregistered experiments (N = 1,316) on the topic of whether leaders, more than nonleaders, continue to be associated with Whiteness (i.e., being categorized as White or being represented with stereotypically White qualities). Results suggest that associations between leaders and Whiteness hold up to scrutiny, but that detecting them may depend on what methods researchers employ. In particular, when researchers use direct methods of detecting racial assumptions (e.g., self-report measures), there appears to be no evidence of an association between leaders and Whiteness (Experiment 1). Yet, when researchers use more indirect methods of detecting racial assumptions (e.g., a Princeton trilogy task), an association between leaders and Whiteness readily emerges (Experiments 2 and 3). In short, although respondents refrain from freely expressing associations they may harbor between leaders and Whiteness, these associations do not appear to have dissipated with time. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Diverged Evolutionary Pathways of Two Public Research Institutes in Taiwan and Korea: Shared Missions and Varied Organizational Dynamics in ITRI and KIST

Industrial Technology Research Institute (ITRI) of Taiwan and Korea Institute of Science and Technology (KIST) of Korea are among the most acknowledged public research institutes in East Asia. This paper applies the evolutionary perspective for a comparative case study, emphasizing the path dependence with the innovation system context. Also, this paper elucidates the factors that configured the dynamics of ITRI and KIST in populating spin-offs and advancing biotechnology, respectively. It sheds new light on what particular organizational structures and routines would posit functionality in propagating certain activities and outcomes. The case of ITRI implies a strong mechanistic push in its organization to expedite its research activities and spin-offs. Meanwhile, KIST is endowed with patient capital and instituted service seniority in its career ladder, thus enabling it to develop science-based technologies and to evolve into a university-like institute. The structures and routines of the two PRIs are profound and productive in advancing their respective desired research agendas. However, their instituted routines might limit their pursuit of other kinds of growth ventures. This paper shows a depiction of organizational career ladders and spin-off mechanisms, which provides a useful guide for a government aspiring to construct similar structures and routines for certain outcomes.

A gender gap in managerial span of control: Implications for the gender pay gap

In the current work, we examine a possible source of gender disparities in pay even when women manage to reach similar levels of the organizational ladder as men. We refer to the concept of “span of control,” or the number of subordinates a leader oversees, and propose that in addition to differences in how high men and women climb up the organizational hierarchy, differences in managers’ span of control can also contribute to the gender pay gap. We suggest that people hold gender stereotypes about managers’ relational model tendencies, or how men and women interact with people they manage, and these stereotypes correspond with people’s lay beliefs about relational models utilized in small and large spans of control: smaller groups are thought to operate based more on communal sharing principles while larger groups are thought to operate based more on authority ranking principles. Because span of control affects compensation, a gender difference in span of control can contribute to gender differences in pay. We found support for these hypotheses in an archival dataset of MBA alumni (N = 1838) and three additional experiments (N = 799).

‘Should I Ignore the Promotion System and Stay or I Should Quit’: An Examination of the Experiences of Teachers with the Promotion Process in the Ghana Education Service

Promotion is a key determinant of employee advancement on the organizational ladder. However, in the Ghana Education Service, there are several reports of irregularities in the process which make the promotion less of a merit-based mechanism. The purpose of this study, therefore, was to examine teachers’ perception of fairness in the promotion process and how that affects their willingness to stay in the Service and teach effectively. Using a descriptive survey involving both close-ended and open-ended questions, the opinions and experiences of 342 randomly sampled teachers in the Ejisu-Juaben Municipality were examined using correlations and binary logistic regressions as well as thematic analysis. The results show that fairness in the promotion process was a significant contributor to teacher retention and effective teaching. However, the process is tainted with favoritism and partiality. Governments should, therefore, not be interested in incentivization only as a retention strategy but also come out with strategies aimed at ensuring transparency in the promotion process to make it a performance-based mechanism that sieves and preserves best talents.

Why dark personalities can get ahead: Extending the toxic career model

Low honesty-humility is a broad indicator of the common core of dark personality traits. The toxic career model explains how dark personalities successfully climb the organizational ladder. It suggests that dark personalities can get ahead at work via self- and other-rated political skill, which results in improved job performance ratings by supervisors. We extended this mediation model by adding targets’ hierarchical organizational position. Additionally, we specified two moderating conditions that can explain how individuals with low and high honesty-humility can get ahead. First, enterprising job characteristics facilitate higher self-other agreement regarding political skill, thereby promoting the rise of individuals low in honesty-humility. Second, high honesty-humility compensates for low other-perceived political skill. We successfully tested the moderated-mediation hypotheses from the extended toxic career model in a multi-source design with 203 target-peer-supervisor triplets.

POSITIONING CYBERSECURITY IN THE C-SUITE: HOW TO BUILD A JOINT SECURITY OPERATIONS CENTER

ABSTRACTThis paper argues that the creation of a Joint Security Operations Center (JSOC) must be coordinated, implemented, and administered by a single dedicated entity, one that operates at the highest level of organizational authority to ensure proper coordination and enforcement. Currently, not one sector in the U.S.’s national infrastructure have yet to come up with an effective strategy or a coherent scheme to protect itself from a concerted cyberattack. Therefore, it is critically important that we begin to get our act together in cyberspace. Electronic, personnel, and physical security are separate operations in most companies. So, in essence, the separation of functions has created three wobbly one-legged stools instead of one solid three-legged stool. Thus, we need a single unified point to create and manage a complete, rational, organization-wide cybersecurity control system. In essence, a complete cybersecurity response requires expertise in electronic, behavioral, and physical security operations and the key to success lies in the proper placement. The obligation for creating and sustaining this strategic function lies with corporate leadership, not the people down the organizational ladder in IT. The converged approach is essential because monitoring and enforcement is cross functional and comprehensive.

Mediating Role of Organizational Commitment: A Study of NADRA, Multan Region

The purpose of this study is to investigate how employee compensation and job satisfaction influence employee performance. And more importantly, this study examines the mediating effect of the organizational commitment between employee compensation, job satisfaction and employee performance. Based on the prior studies conducted on employee compensation, job satisfaction, employee performance and organizational commitment, an integrated conceptual framework on employee compensation, job satisfaction, employee performance and organizational commitment was developed. The convenience sampling technique was employed in this study, and a sample drawn was consisted of 375 NADRA employees serving in Multan region. The sample was focused on the employees working in the NADRA Multan region. For more robust testing of the theory organizational commitment was included as mediating variable. For testing of mediation effect Process by Andrew F. Hayes was used with the assistance of SPSS version 23. Research findings revealed that the impacts of employee compensation and job satisfaction on employee performance are positive and significant. And organizational commitment as a mediating variable mediates the relationships between employee compensation, job satisfaction and employee performance. The mindsets of the today employees are changing, and they are more conscious about their relationships with the organizations, they love to share their good and bad experiences with the organizations. Today, it is very important for organizations to know the feelings of the employees about their organizations. This study suggests the organizations by tuning employee compensation, job satisfaction variables they may impact on the performance of the employees. And by introducing organizational commitment they may also change the relationships between employees and organization. Variables part of this study were not old constructs, but it is new for the graphical location where I conducted this study because there was no similar study available here. This study is only focused on NADRA Multan region, other geographical locations or industries may be used to more clearly understand the brand evangelism construct. Also, comparative studies can be performed for different organizational ladders and geographical locations.

Gender and Career Advancement

A significant amount of evidence suggests women’s careers are not advancing at rates that match their representation at the lower rungs of the organizational ladder. Scholars have taken an array of perspectives to explain why there is a dearth of women in top leadership roles, and have found evidence for a number of variables that negatively affect women’s careers. However, knowing what holds women back is not the same as knowing how best to move them forward. This symposium aims to go beyond documenting the obstacles that women face while advancing in their careers by showcasing research that explores the existence of and effectiveness of different strategies for the advancement of women. The first two papers explore the important role women play in facilitating other women’s career advancement. The third paper documents gender disparities in sponsorship (i.e., professional advocacy), and the fourth paper explores how, under certain circumstances, highly successful women can experience greater returns for the same performance, compared to men. Taken together, this set of papers will help researchers and practitioners alike better understand how to facilitate organizational diversity and close the gender gap in top management positions. How Female Leadership Inspires Advancement, Breaks Barriers, and Destroys Biases Presenter: Brittany Lambert; U. of Colorado, Boulder Presenter: Phoenix Van Wagoner; U. of Colorado, Boulder Presenter: Stefanie Johnson; U. of Colorado, Boulder Presenter: Christina Noelle Lacerenza; U. of Colorado, Boulder Presenter: David R. Hekman; U. of Colorado The Influence of Helping Women on Female Solos Preference for Female Candidates Presenter: Michelle Duguid; Cornell U. Gender Disparities in Sponsorship Presenter: Elizabeth Campbell; Carnegie Mellon U. - Tepper School of Business Presenter: Rosalind M. Chow; Carnegie Mellon U. Presenter: Brandy Aven; Carnegie Mellon U. The Antecedents of Associate Editorship Appointment in the Field of Management Presenter: Eliot Sherman; London Business School Presenter: Raina A. Brands; London Business School Presenter: Gillian Ku; London Business School

Effects of gender quotas in Italy: a first impact assessment in the Italian banking sector

PurposeThe purpose of this paper is to provide a first impact assessment of the Italian quota law in order to explore whether “gender equality by law” contributes to redefining, albeit in part, consolidating and establishing positions of power and decision making. The paper analyses these dynamics by focusing on a specific economic sector, the banking sector. The analysis strives to determine: whether binding quotas are giving rise to an apparent enforcement by building up new distortionary equilibria (such as new forms of horizontal segregation); what extent the financial crisis has impacted on the rhetoric of female representation, and whether it has pushed towards a “regenerative” organizational change aimed at achieving a more inclusive and egalitarian image.Design/methodology/approachThe paper is organized as follows. Section 2 reviews the theoretical and empirical debate on gender diversity and quota impact. Section 3 reports macro and micro data on the italian system; Section 4 describes the Italian banking system and gives a first impact assessment on Italian banks of the mandatory gender quotas in Italy (the so-called “Golfo-Mosca law,” named after MPs who proposed the law); some qualitative considerations are carried out on the reactions of Italian banks to the financial crisis in terms of “bridge policies” aimed at corresponding to a higher demand of customer satisfaction and fairness. Section 5 concludes and summarizes the finding of the study.FindingsThe Italian banking system is not so dramatically ranked among the EU countries as in the recent past. The gender rebalance in management bodies could be considered rather satisfying. If we compare ten-year-old findings, the number of women on board of directors has tripled. But data clearly show a dichotomy due to significant differences between listed and non-listed banks. In non-listed banks, women are still relegated to an under-represented position, reaching only 13 percent on boards of directors (as against 33 percent in listed banks). The data confirm the results found in non-financial sector that women are significantly better represented on audit boards. In accordance with all previous studies, no relevant changes can be noticed on key-decision roles: no CEOs or Directors general are women in listed banks, and women are always more represented in non-executive functions.Originality/valueThe paper analyses the law experience in Italy as a significant case study by proving that rules such as temporary binding gender quotas (introduced by law in 2011) can be useful, but not always enough to remove blocking or distortive factors in organizational ladders.

Cancer pain management at a tertiary care cancer center in India—A retrospective analysis of 3,238 patients

Effective pain control is essential for the management of patients with cancer. About 70-80 percent of patients with cancer present in an advanced stage of disease. Patients with advanced cancer frequently experience intractable pain, with diverse symptoms that can make daily living impossible and affect the quality of life. This article reports the management of 3,238 patients with cancer pain over a period of five years. Nearly 89.6 percent patients had good pain relief with Visual Analogue Scale score less than 3. These promising results were achieved by careful patient assessment, close liaison with clinicians from other specialties, and using a variety of analgesic regimen including oral analgesics, anesthetic procedures, psychological interventions, and supportive care. However, the main stay of treatment was oral analgesics, following the principles of World Health Organization ladder, with continuing follow-up.

Methadone for Pain Management: Past, Present and Future.

Methadone for pain management in this article describes briefly pain, methadone as a Level 3 World Health Organization ladder opioid in the context of India and rest of the world, as well as the relationship to past, present, and future possibilities of pain management. Acute pain is proportional to the injury most of the times, and such proportionality may not exist in chronic pain. Pain management over decades has changed because of knowledge and availability of molecules and compounds to reduce chronic pain. Naturally occurring opioids from “poppy” such as morphine and heroin were available through cultivation and trade for pain management and recreational use in different parts of the world for centuries. Methadone has been a synthetic molecule discovered in the 1930s in Germany. It has been used for harm reduction for opioid use disorder in the form of “methadone maintenance treatment”. This program exists since the 1950s while pain management started around the late 1970s in Europe and North America. More recently, the knowledge of acute and chronic pain at a molecular level, including ion channel modification, allowed the use of coanalgesics and opioids prudently. The concept of “total pain, neuroplasticity, and neurotransmitters” how they could be modified for better pain management with pharmaceuticals and nonpharmacological methods are being investigated, and evidence is being practiced clinically. In the present context, education for physicians, allied health professionals, patients, and family caregivers is important. Education to the physicians can skill and capacity build in the community and can be associated with educational research and peer-reviewed publications. The future remains promising, as innovations such as pharmacogenomics, nanotechnology, molecular, and quantum biology may create evidence, along with physical and psychological rehabilitation, to prevent and holistically better pain management.

Investigating the glass ceiling phenomenon

PurposeThe purpose of this paper is to identify hurdles in women’s rise up the organizational ladder through the epistemic concept of the glass ceiling phenomenon. The secondary aim is to determine how the glass ceiling effect results in women’s failure to secure equal representation in high-ranking executive positions in comparison to males. The study intends to come up with empirical evidences to advance plausible justifications and support for the organizations to manage their workforce with the sense of egalitarianism.Design/methodology/approachThe questionnaire is administered to a sample of 210 respondents including CEOs, directors, managers, assistants, accountants, doctors and teachers from public and private sectors. The variables that influence the glass ceiling phenomenon are gender (female) represented on the board of directors (BODs), stereotypical behavior and training and development of females to measure the glass ceiling effect. Further, this influence is examined regarding the selection and promotion of the females as candidates, as well as female effectiveness at work. To verify the glass ceiling phenomenon, multiple linear regression analyses with the ordinary least square method are used.FindingsDrawing on the perspective of the social role theory, the authors identify plausible causes of the glass ceiling phenomenon in the Asian context. The results show the presence of glass ceiling, particularly characterizing its effects on the selection and promotion of the female candidates and their effectiveness. The authors found that glass ceiling was negatively related to both female effectiveness and “selection and promotion.” It was also identified that research variables such as lesser women’s representation on the BODs, training and development and stereotypical attitude toward women promote glass ceiling.Research limitations/implicationsThe larger sample and data collection from different cultures would have assured more generalizability. The glass ceiling is affected by numerous variables; other factors can also be explored.Practical implicationsOrganizations must consider competitive females in their selection and promotion decision making. Asian countries, especially developing countries such as Pakistan, need to develop policies to encourage active participation of the female workforce in upper echelon. The equal employment policies will reduce the dependency ratio of females, consequently driving the country’s economic growth.Social implicationsSocieties need to change their stereotype attitudes toward women and encourage them to use their potential to benefit societies by shattering glass ceilings that continue to place women at a disadvantage. Developing a social culture that advances women empowerment will contribute to social and infrastructure development in Asian countries.Originality/valueThis paper adds a thought-provoking attitude of organizations in South Asia, especially in Pakistani societies that play a role in creating a glass ceiling, more so to shatter it even in 2016. This study compels firms in Pakistan and other Asian regions to use unbiased practices by investigating the impact of glass ceiling on female effectiveness that has not previously been conducted in the Asian context. To the best of the authors’ knowledge, the study of glass ceiling in Pakistani context is first in the literature.

If Women Lead Good and Deal Better Then Why is Women Leadership Still a Snake and Ladder Game?

Combining the conceptualizations of research in women leadership, changes have been typically found in the literature which shows a transformational perspective of women in business settings. Despite the changing patterns of political growth and technological advancements, women are still at the backdrop of business houses which creates an open forum of discussion for the backlash against the female leadership. Close evidences of women leadership studies revealed an enhanced organizational growth with leadership characteristics depicted by the females. With the reflections of feminine behavior as a stereotype has to challenge the societies visualization and indeed form a competitive symbol to address the futuristic commitments and journey towards equality. Corporate life is historically been targeted towards male community in terms of assertiveness, confidence, availability Thus, the manifestation of the leadership concept has naturally been shaped by gender roles and values. With the emergence of women leadership concept in 1970’s there can be seen a progression towards women’s role in the business life which has markedly made a difference in the leadership school of thought. Women, who have traditionally been put aside compared to men in leadership positions, have emerged as leaders in some societies more than others. With this background, the present study attempts to compile the factors that takes women to a much elevated position in terms of capabilities and makes her must probable to higher steps in the organizational ladder, on the other hand the study also tries to probe into the factors that pulls her legs down the ladder. What makes women leaders still in a snake and ladder game?

Efficacy and Safety of Radium-223 Dichloride in Symptomatic Castration-resistant Prostate Cancer Patients With or Without Baseline Opioid Use From the Phase 3 ALSYMPCA Trial

BackgroundThe phase 3 ALSYMPCA trial enrolled metastatic castration-resistant prostate cancer patients with or without baseline opioid use. ObjectiveTo assess the efficacy and safety of radium-223 dichloride (radium-223) versus placebo in ALSYMPCA patients by baseline opioid use. Design, setting, and participantsNine hundred and twenty one patients enrolled at 136 centers globally. InterventionRadium-223 (50 kBq/kg, intravenous injection) every 4 wk for six cycles or matching placebo, each plus best standard of care. Outcome measurements and statistical analysisPrimary endpoint (overall survival [OS]), main secondary efficacy endpoints, and safety were evaluated by baseline opioid use. Additional analyses included time to first opioid use, time to first external beam radiation therapy for bone pain, and safety of concomitant external beam radiation therapy. Results and limitationsAt baseline, 408 (44%) patients had no pain and no analgesic use or mild pain with nonopioid therapy (World Health Organization ladder pain score 0–1 [nonopioid subgroup]), and 513 (56%) had moderate pain with occasional opioids or severe pain with regular daily opioids (World Health Organization ladder pain score 2–3 [opioid subgroup]). Radium-223 significantly prolonged OS versus placebo in nonopioid (hazard ratio [HR]=0.70; 95% confidence interval [CI]: 0.52–0.93; p=0.013) and opioid (HR=0.68; 95% CI: 0.54–0.86; p=0.001) subgroups, and significantly reduced risk of symptomatic skeletal events versus placebo, regardless of baseline opioid use (nonopioid subgroup: HR=0.56, 95% CI: 0.39–0.82, p=0.002; opioid subgroup: HR=0.72, 95% CI: 0.53–0.98, p=0.038). Time to first opioid use for bone pain was significantly delayed with radium-223 versus placebo (HR=0.62, 95% CI: 0.46–0.85, p=0.002). Adverse event incidences were similar between opioid subgroups. ConclusionsRadium-223 versus placebo significantly prolonged OS and reduced symptomatic skeletal event risk with a favorable safety profile in castration-resistant prostate cancer patients with symptomatic bone metastases, regardless of baseline opioid use. Patient summaryIn this ALSYMPCA opioid subgroup analysis, baseline symptom levels did not appear to impact radium-223 dichloride efficacy or safety.

The Process of Staff Promotion in Relation to Salary or Wages Upgrade in the Public Sector Institutions: Local Government Service VS Ghana Education Service Policy Statements

<p>Two sets of questionnaires were designed for experts and working staff of the case study totaling 100 elements as the target. In this study, 81 questionnaires in all were answered and returned, which were used for analysis and conclusions. Out of this, 35 elements were targeted from experts group whereas 65 elements were targeted from the non-random sampling of employees. The questionnaires were sorted as 26 answered questionnaires from the experts whereas 55 questionnaires were obtained by quota sampling (non-random) from employees as the actual responds received. As the main objective of this paper was to gather and point out the best staff promotion policy statements and procedures to enhance employers, professionals, and practitioners for future adoption. First of all, the research findings shows that the number of years that a staff will work before being promoted is not significant in the promotion process because of other factors that may be considered within such period of work.</p><p>Also, the findings showed that the number of times that a person can be or should be promoted in an organization is not significant as it depends on other factors and activities that may play a part in determining how often a person is promoted. The results obtained from the cases indicated in the hypothesis that if a staff obtains a high qualification during employment is not a guarantee for promotion.</p><p>The study also showed that staff promotion as a policy does not mean that staff will climb the organizational ladder or hierarchy automatically. It means that a lot more work is taken into account once an employee is employed by helping to solve the organizational challenges for the achievement of organizational goals and objectives. Therefore, staff promotion is the advancement of an employees’ rank or position in an organizational hierarchical system (Goblar et al., 2002; Tuwei et al., 2013). The following are the attributes or factors to be considered in staff promotion – experience and knowledge gained on-the-job, qualification, leadership skills, can do ability, good interpersonal relations, commitment to deliver/hard work, and punctuality but not job enrichment, job enlargement, whom you know, who knows you, and friendship, etc. This is what the research findings showed.</p>Since this paper used several research methodologies, its findings concludes that staff promotion of an organization must be in line with the general long term budgets estimates and allocations in order to apply promotion processes and procedures appropriately, efficiently, and effectively. From the research as seen in the hypothesis indicates that, if a member of staff obtained further qualification in the course of employment does not serve as a guarantee for promotion.

Pain in pancreatic cancer: review of medical and surgical remedies.

Pancreatic cancer is a malignant tumour with very poor prognosis and a chance for 5-year survival is approximately 6%. One of the main symptoms of this neoplasm is pain, mostly of neuropathic origin, which significantly decreases the quality of life and impairs the functional activity of patients. The most common treatment of pain in pancreatic cancer is conservative therapy which is based on analgesic ladder rules established by the World Health Organization. Unfortunately, it is not always effective and it has many side effects that also can diminish patients' quality of life. Invasive treatment of pain in pancreatic cancer includes mainly coeliac plexus block and sympathectomy, and both of them significantly reduce levels of pain and help to improve the quality of life. It is postulated that the place of those two invasive methods should not be at the final stage of treatment, but they can provide significantly better improvement of pain once instituted earlier (such as the first or second step of analgesic World Health Organization's ladder). The aim of this article is to review and assess the conservative as well as the invasive therapy in the management of pain in pancreatic cancer. It also presents brief insight into non-medical methods of pain reduction, which can be supplementary to conservative and/or invasive treatment.

Pain and Suffering in Cancer Patients

Pain affects most cancer patients due to the disease itself or its treatment and recent studies indicate that persistent severe pain continues to be prevalent despite advances in treatment. The World Health Organization (WHO) ladder and liberal use of opioids still do not provide adequate pain relief in a quarter of patients and pain medicine consultants are often able to help many of them. Unfortunately despite all possible interventions we recognise that a small number of patients still continue to suffer severe uncontrolled pain. In others, whilst the severe physical pain may be controlled, they continue to suffer ‘mental and emotional pain’ in the form of suffering and loss of autonomy and may undergo existential crises. As such, questions as to the role of medicine, whether to relieve suffering in all its forms or simply to maintain existence without due regard for quality of life are raised.