This paper estimates the impact of promotions and promotion expectations on job satisfaction using the 1996–2006 waves of the NLSY79 dataset. Having received a promotion in the past 2 years leads to increased job satisfaction, even while controlling for the worker’s current wage, wage rank within her peer group, and wage growth. Workers who believe a promotion is possible in the next 2 years also report higher job satisfaction. Additionally, past promotions have a lingering, but fading impact on job satisfaction.

Purpose -The purpose of this paper is to estimate the impact of job level changes on wages accounting for both the potential endogeneity of promotions and measurement error in job level changes. Design/methodology/approach -Instruments for job level changes the workers' use belief about the possibility of a promotion from the previous period. Reasons why the respondent believes that a promotion is not possible are used as a second set of instruments. Also, the paper estimates separate wage effects for men and women. Findings -The paper indicates that promotions carry a roughly 18 percent wage increase; compared to a 7 percent premium when using ordinary least squares estimation. The paper also finds that men receive much larger wage increases when promoted, compared with women. Originality/value -This is the first paper to account for the endogeneity of promotions in wage estimates. Accurately estimating the relationship between job level changes and wages helps people to understand wage growth over a worker's lifetime.

This article examines the relationship between high school clubs participation and the probability that a worker will become a supervisor and the types of responsibility she will have, using the National Longitudinal Surveys of Youth 1979 dataset. While other articles have tried to explain what affects a worker's probability of being a supervisor, this article focuses on the impact of participation in extracurricular activities during high school. Both probit and household fixed effects estimates show that clubs participation raises the probability that an individual will be a supervisor and have high-level supervisory responsibilities.

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