Horizontal and Vertical Mobility in Organizations
研究官僚化组织中实际职业轨迹与正式职位阶梯的差异，分析任务特性、信息不完善等因素如何影响人员流动，对组织管理和公共部门人事研究有参考价值。
The research on which this paper is based was supported by NSF grants SES-8308896 and BNS-801 1494 and was conducted in part while the author was a fellow at the Center for Advanced Study in the Behavioral Sciences. I would like to thank Patrick Cheung Kit-ling for his assistance in conducting this research. I would also like to thank Edward 0. Laumann and three anonymous ASQ reviewers for their helpful comments on an earlier version of this paper. While idealized conceptions of internal labor markets suggest that career movement in bureaucratized organizations invariably occurs along formally defined job ladders, scholars of the subject generally recognize that actual career trajectories are only imperfectly constrained by formal job ladders. This paper argues that some occupational and organizational characteristics work to increase the similarity between trajectories implied by formal job ladders and actual career movement, while others tend to structure divergence between the two in systematic ways. An analysis of vacancy filling in four bureaus of the federal government demonstrates the effects on personnel practices of task idiosyncrasy, imperfect information, training needs that are inconsistent with formal job ladders, and the organization's configuration of vacancies and employees eligible to fill them. Results are based on a model that takes account of the horizontal boundaries between positions created by intraorganizational structure and official job ladders, as well as the vertical stratification of positions by grade.'