The challenge of developing and maintaining an effective organisation is intimately linked with HR activities that include selecting and motivating employees. Many organisations engage in an internal selection process designed to fill upper level positions with employees who have proven their worth at a lower level in the organisation. However, some observers have questioned whether this approach actually results in optimal individual and organisational performance. Using the Peter Principle as a starting point, this article examines the evidence for problems with merit-based promotions, as well as various explanations that have been advanced for why these problems occur. This article then proposes a new model, based on contemporary management theory and evidence, which addresses the question of why promotions fail.

Purpose -The purpose of this study is to examine justice perceptions using potential employee conflict over provision of a work-life benefit, and to link the findings to existing theory and research in organizational justice. Design/methodology/approach -A total of 208 undergraduates at a liberal arts college responded to a version of the scenario. There were six versions, representing varied organizational conditions, with hypotheses based on both theory and previous empirical work. Findings -Students were asked whether they preferred equity (contribution), equality or need as the allocation norm to be used in the scenario. Under all organizational conditions, equity is favored over the other two norms, but some differences emerge. Organizational conditions that are less empowering and more stressful lead to higher preference for equality and need than when organizations are seen as treating employees well. In contrast with some earlier findings, women are more likely than men to prefer equity as the basis for the decision; but women's choices differ significantly between the long hours and family-friendly scenarios, with a pronounced shift to need as the allocation norm in the long hours condition. Originality/value -Although some researchers have examined organizational justice norms in relation to work-life benefits, little attention has been shown to the mechanisms involved in creating perceptions of unfairness relative to these benefits. The study demonstrates the importance of organizational context in determining when these benefits may be perceived as being fair, thereby averting the potential for conflict between employees.

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