502 20. Epilogue: How Do We Know the Facts of Demography?
for promotion in these would certainly be different. If a one-time survey
were to be made, the information on promotion would have to be obtained
retrospectively, with the errors of recollection that this entails. On the
other hand, a succession of surveys that statistically followed careers of in-
dividuals would take time and be expensive. Many decisions would have to
be made to establish the universe and to conduct the sampling operation
within it.
Moreover, when the results were in we would notice that in some or-
ganizations there were many resignations, so that promotion was rapid
for personnel that remained; indeed, this effect might be strong enough
to hide the effect of growth. We would have to classify organizations into
homogeneous groups according to their turnover, or else obtain an index
of turnover for each and use regression analysis to partial it out. This is
only one of many disturbing elements that could be expected to make the
results, so painstakingly obtained, uncertain in interpretation in relation
to the question to which an answer is being sought.
A simpler approach that avoids the errors to which a survey is subject is
to compare the number of employees ahead of a representative individual—
let us call him Ego—in a fast-growing and in a slow-growing organization,
as if promotion depended only on age. Superimposed on individual abil-
ity, assiduity, influence, luck, and all the other elements that determine
promotion in the real world is the pure effect of organizational growth on
individual careers, and that is what we want to ascertain. That effect can
be studied by use of a suitable model as we saw in Section 5.8.
First suppose a given schedule of survival—knowing that the deaths of
his contemporaries help Ego’s promotion, we do not want differences in
mortality to cloud our analysis. Then suppose an age distribution that is
a function only of this survival function and rate of increase, so that the
stable model is applicable. Finally, take as the arbitrary benchmark for
measurement the age at which individuals arrive at a level where one-half
of their fellow-workers are below them and one-half above, say a junior
supervisory position.
After that, the simple mathematics of Section 5.8 shows that, for given
rates of death or resignation, the age x at which Ego reaches such a position
is shortened by two-thirds of a product of three factors:
1. The time from age x to retirement, discounted at the rate of
population increase;
2. The difference between the mean age of the group senior to the point
of promotion considered, and the mean age of those junior to it. This
difference cannot be far from half of the length of working life;
3. Increase of the rate of increase of the population.
With an entry age of 20 and a retirement age of 65, comparison of two
populations whose increase differs by ∆r percent gives for the difference in