Though an important and widespread industrial relations concept, seniority has been a neglected subject of study by behavioral scientists. The purpose of this paper is to emphasize the importance of the topic by reviewing seniority's legal status in the management of human resources. Further, while there is little research on seniority per se, conjecture and empirical study on the concept's salient behavioral dimensions, viz., tenure and reward, were reviewed. Suggestions were offered for the methodological and theoretical aspects of future research on seniority.

Seniority: A review of its legal and scientific standing.

This research explores the role of early supervisory experience and cognitive ability in first-line supervisor performance. Similar to F. L. Schmidt, J.E. Hunter, and A. N. Outerbridge's (1986) study of nonsupervisors, this research tested structural models hypothesizing relationships among supervisory experience, cognitive ability, supervisory knowledge and proficiency, and performance ratings, using a sample of 570 second-tour soldiers. The Schmidt et al. model with an additional ability → experience path provided the best fit. The significant ability → experience path was interpreted as indicating that demonstrated ability contributes to soldiers being given the opportunity to obtain supervisory experience. Experience had a greater impact on supervisor proficiency than on supervisor knowledge. Ability had a greater impact on supervisor knowledge than on proficiency

Role of Early Supervisory Experience in Supervisor Performance

Evaluation of three criteria of management performance.

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Evaluation of three criteria of management performance.