Why Promises of Promotion Are Often Not Kept and the Impact on Employee Morale

It is not uncommon for bosses to tell their employees that they will be promoted soon, only to never follow through with the promised advancement. This tactic serves an emotional manipulative purpose, dangling the promise of a promotion as a carrot to retain employees. While employers might see this as a strategy to maintain high employee engagement, it often leads to much more detrimental outcomes, such as degraded morale and employee turnover. This practice can be particularly harmful when it is clear that the employer never intended to honor the promise or knew from the beginning that it would not come to fruition.

Management Practices and the Strategic Misleading of Employees

Employers often resort to these deceptive management practices because they know that such promises can serve as an effective way to maintain the loyalty of employees. The idea is that by making such promises, they can retain key personnel and achieve more from them than they are currently giving. However, this approach can backfire if the employee finds out about the deception. In such cases, the employee may begin their job search and seek opportunities elsewhere.

The article below provides a real-life example of how promises of promotion can be used as a bait and switch strategy by employers. It highlights the impact such practices can have on employee morale and job satisfaction.

A Personal Experience with Promised Promotions

Working in a large company, I was once promised a significant promotion and raise the following year. However, instead of me, a male employee was given the promotion. This disappointment was not just a one-off incident; it was a recurring pattern in the company. Every year, there was a designated employee who would receive a large promotion/raise, but I, despite being promised the same, was repeatedly passed over. In such situations, employees often feel let down and devalued.

Upon receiving this news, I acted quickly, putting out resumes to other departments within the company. When my boss learned of my actions, he was taken aback and asked why I was considering leaving. I explained that I had been misled about the promotion and would not stay around for another interview process that would likely end in disappointment. In my case, the situation was especially challenging because I was assured of the promotion again the following year and did eventually receive it.

Such strategies can be effective in temporarily retaining employees, but the long-term consequences can be significant. If the same practice is repeated, employees start to lose trust in their employers. They may also feel that their contributions and hard work are not being recognized, which can lead to reduced morale and productivity.

Best Practices for Promotional Decisions

To avoid such pitfalls, employers should never make promises of promotions that they are not prepared to deliver. If a promotion is a genuine possibility, all necessary administrative criteria should be met, and the promotion should be officially communicated to the employee. Even then, it is advisable to have a conversation that highlights the employee's contributions and their potential role at the new position. For example, after the official communication, a meeting should be arranged to discuss the employee's achievements, work attitude, willingness to assist, and interaction with colleagues. At the end of the conversation, the employee should be formally informed of their promotion and new salary, along with an effective date.

By following these best practices, employers can maintain employee trust and morale, leading to a more productive and engaged workforce. In turn, this can benefit the company as a whole, as employees are more motivated to perform well and contribute to the organization's success.