Dry promotions and positive psychology: striking a balance for employee well-being.

Abstract

Purpose: We aim to address the evolving phenomenon of dry promotions and its impact on employee well-being in organizations. Dry promotion, its possible effects on employee well-being and some strategies to mitigate its adverse consequences are presented as a viewpoint paper.

Design/methodology/approach: The arguments in this viewpoint are built on theoretical insights drawn from various organizational theories, such as Maslow's hierarchy of needs, Herzberg's two-factor theory and self-determination theory. However, the main line of thought revolves around positive psychology theory, which assesses the paper's existing literature, news articles and case studies to discuss the emerging phenomenon concisely.

Findings: Dry promotion is often characterized by job title upgrades without corresponding pay increases. While dry promotion may satisfy higher-level needs for some individuals, they usually neglect lower-level needs, leading to stress and work-life imbalance, ultimately causing detrimental effects on employee well-being. Strategies at individual, group and organizational levels are crucial to navigate this phenomenon and its consequences. We argue that fair communication, supportive workplace culture and providing avenues for skill enhancement curtail the adverse effects of dry promotion on employee well-being. In addition, a culture fostering mindfulness can help employees navigate the challenges of increased responsibilities without proportional financial rewards.

Practical implications: Our study can provide at least some guidance on how to navigate through the phenomenon of dry promotions.

Originality/value: Our paper contributes to the scant literature on dry promotions by assessing the likely effects of dry promotions on employee well-being and suggesting practical strategies to deal with it.