抄録
The present study tested a hypothesis that states middle managers with a high speed of promotion would perceive their organizational careers more positively, and engage in career development activities more rigorously relative to the low speed of promotion managers. To test this hypothesis, section managers (ka-cho, n=32) and assistant section managers (Kakari-cho, n=21) derived from a large manufacturing firm in the Nagoya area were both diveded into two groups in terms of a speed of promotion: High speed of promotion managers who spent less than 9 years to reach the kakari-cho level and Low speed managers who spent 10 years or more. Results of analyses indicated that the High speed managers see their careers with more investment done by the company and by themselves, and engage in career development activities more rigorously, compared to the Low speed colleagues. This result gave support to findings reported by Wakabayashi and Graen (1984, 1988).
