主管對員工的晉升力評分是組織晉升決策重要依據,個人將其視為達到職涯成功重要指標。人力資本理論認為經驗為人力資本的投資,有助個人追求職涯成功。組織年資與現有職位工作績效,被過去研究視為人力資本,是預測個人職涯成功的重要因子。本研究提出挑戰性工作經驗,作為人力資本另一種衡量依據,並輔以訊號理論說明何種經驗,可傳遞給主管較強的晉升力訊號。研究樣本為178位跨產業、跨組織、跨部門的員工,組織年資、工作績效、挑戰性工作經驗和晉升力評分資料以縱貫面方式蒐集。研究結果發現僅工作績效與挑戰性工作經驗,對晉升力評分有正向影響;其中挑戰性工作經驗的影響效果顯著大於組織年資,但與工作績效則無顯著差異。
Supervisors’ evaluations on employees’ promotability are important references of promotion decisions in organizations. Individuals regard the evaluations as key indicators of career success. Human capital theory suggests that experiences are investments of individuals’ human capital and make contributions to individuals’ career success. Employees’ organizational tenure and job performance conducted as human capital in previous researches play important roles in individuals’ career success. The study proposed challenging job experience as another measurement of human capital, and used signaling theory to explain which experience investment sends stronger signal of promotability to supervisors. In a sample of 178 employees from cross-industry, organization, and department, longitudinal data of organizational tenure, job performance, challenging job experience and promotability were collected. Results showed that only job performance and challenging job experience have significant influences on supervisory evaluations of promotabilty. Challenging job experience impacts more on promotability than organizational tenure, but as well as job performance.