Hybrid public–private institutions face unique challenges in designing promotion systems that balance public accountability with private-sector efficiency. This paper proposes a comprehensive performance-based promotion model grounded in New Public Management (NPM) theory and empirical evidence from state-owned enterprises and transitional economies. Drawing on systematic analysis of scholarly sources, we develop an integrated framework comprising five core components: competency-based assessment, multi-dimensional performance evaluation rubrics, evidence-based promotion thresholds, compensation harmonization mechanisms, and robust governance structures. The model addresses institutional tensions inherent in hybrid organizations by combining goal-based appraisal, verification committees, and transparent scorecard approaches. Implementation guidance emphasizes contextual adaptation, capacity building, and embedding practices within organizational routines. Simulation scenarios demonstrate the model's applicability across diverse institutional contexts. This proposition advances theoretical understanding of performance management in hybrid settings while offering practical tools for policymakers and HR practitioners navigating the complexities of public-private institutional reform.

Performance-based promotion, hybrid institutions, state-owned enterprises, New Public Management, competency frameworks, public sector reform

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