役員就任に至るキャリアの企業規模別比較 : 金融機関の内部昇進役員の昇進過程の分析  [in Japanese] Comparison between Company Scales of the Career to the Promotion to an Officer : Analysis of the Promotion Process of the Internal Promotion Officers of Financial Institutions  [in Japanese]

In this paper, the hypothesis that the promotion probability to an officer between the different scale of companies in the same industry differed was set up. Analysis was tried based on this hypothesis. In order to verify this hypothesis, the rate of the internal promotion person in an officer, the number of the persons newly promoted to the officer, the period which remains in an officer's status, etc. was analyzed. From analysis of the number of employees per officer, the number of officer classes, and the number of the persons newly promoted to the officer, small-scale companies were considered that the promotion probability to an officer is high, and the hypothesis was supported. The ratio of the internal promotion person who occupies to an officer was high also on a scale of which. Moreover, from analysis of the number of the persons newly promoted to the officer, and the period which remains in an officer's status, it was suggested in the large-scale company that intense competition is performed. In the case of a small-scale company, since the promotion probability to an officer is high, an employee is expected that the incentive which works in the company is easy to be maintained, but since it can say that opposite side promotion competition is loose, skill formation in competition process may not be enough. Since the reason of heavy competition of promotion or changing officers' status in a short period seen in the large-scale company is supervised by many stakeholders, it is thought that it is difficult to remain in an officer's status for a long period of time, and it is having to leave the status in a fixed period. On the other hand, in a small-scale company, there are few surveillance persons, it is thought that it may remain for a long period of time.