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The assignment is

Chapter 10: Applications: Changing a Promotion System. Answer questions 1-3. from the text book “Staffing Organizations” 9th edition. Authors are: Herbert Heneman III etc.  

The student will post one thread of at least 400 words by 11:59 p.m. (ET) on Thursday of the assigned Module: Week. The student must then post 2 replies of at least 250 words by 11:59 p.m. (ET) on Sunday of the assigned Module: Week. For each thread, students must support their assertions with at least 1 scholarly citation in APA 7 format. Each reply must incorporate Scriptural or Biblical principles and experience. 

 Reply to Tyler Smith

1. What is the likely cause of CSD’s Problems?

A cause of the CSD’s problems is the promotion process. The way they are doing the promotion process isn’t correct, because they are only promoting based on the employee’s ability to perform in their current role. If they were to look at their ability to perform for a position that CSD is looking to fill it could’ve been a different outcome. The study also mentions that Tom was a great sales associate and worked his way up from entry-level to the current role. He was able to do so because of the effective sales techniques that were demonstrated. Yes, that’s great he was a great sales associate however, he wasn’t trained in leadership. Both positions possess different skills sets.

1. How might CSD and Bioglass more generally, make better promotion decisions in the future? Be specific.

Oftentimes seniority with a company is good, but it should never be the main objective for a promotion. Moving forward it would be great to focus more on the KSAOs and assessments when looking to promote. This would ensure that each candidate would be able to perform the job tasks. This would be the key part of evaluating any applicant for a position and you would be able to compare the applicant’s KSAOs with the ones that are required for the positions.

If an internal candidate were to apply, there should be a review of past performance appraisals and recommendations. Also, having each applicant take an assessment would be great when doing promotions. Having multiple assessments such as peer assessments and self-assessments would kind of give you some idea of your candidate. Although peer assessments can appear to be biased, it would be up to you to make the decision, but it gives does give you a picture of what type kind of worker that’s being presented for promotion.

1. In general, what role should performance appraisals play in internal selection decisions? Are there some cases in which they are more relevant than others? Explain.

Performance appraisals are a great source of the individual’s abilities, and they reflect their motivational attitude. In general, the performance appraisals should only be used if the KSAOs of the new job are similar to the KSAOs of the old job. The reason behind that is the appraisals are done with caution. Each department is run completely differently, and their use of performance appraisals could have different rating styles. This is one of the issues with an appraisal because it might have not a direct connection to the other duties of a job. From this study, I was able to see that Tom doesn’t have the leadership skills that are needed and that’s okay. Everyone isn’t a natural leader, and it can take time for them to learn the skills.

Second Reply to Anthony

What is the likely cause of CSD’s problems?

Although Tom Caldwell has been with the company for 17 years and is proficiently skilled within his department, and being the highest level of sales associates with multiple high client relationships, his skillset did not translate to effective management. The likely cause of CSD’s problem with the entry level management position, is that they let peer bias and subjectivity distract them from a sound and valid selection plan. The decision errors based on subjective feelings caused CSD to have lower hiring standards for the open managerial position. Sound internal selection procedures can help guard against such decision error (Heneman et al., 2019). CSD placed too much emphasis on Tom’s previous performance as a sales associate as an indicator for his abilities to translate to the managerial role. Too much emphasis on Tom’s past performance has resulted in the Peter principle based on the indication that the validity of past performance and future performance may not have a significant, or strong, correlation (Heneman et al., 2019).

How might CSD, and Bioglass more generally, make better promotion decisions in the future? Be specific.

Internal selection methods are effectively just as important as external selection methods; however, internal selection potentially has a considerable larger collection of data regarding employee variables and KSAOs (Heneman et al., 2019). Internal selection has more reliability on depth, relevance, and variability predictors and CSD must take advantage of this information for internal mobility (Heneman et al., 2019). Options for CSD can include not only performance appraisals, but job-specific KSAOs to be met in order to perform the job efficiently and effectively. Job knowledge tests can be developed towards job specific skills and can help match an employee’s skillset to the job position. In order to make better promotional decisions within CSD, and Bioglass as a whole, is to not rely so heavily on past performance and informal subjectivity. Utilizing standards and integrative software systems, or human resource information systems (HRISs), will help the company utilize objective data relevant to job-specific KSAOs and employee-position “best-fit” (Tippins et al., 2018). Utilizing the analytics from an HRIS along with the informal subjectivity of performance appraisals, referrals, peer assessments, managerial judgement, etc. will help CSD and Bioglass have a more substantive methodological approach (Tippins et al., 2018).

In general, what role should performance appraisals play in internal selection decisions? Are there some cases in which they are more relevant than others? Explain.

Performance appraisals are a good indicator in capturing both the employee’s ability and motivation (Heneman et al., 2019). Historical data on employee performance is routinely collected and can be utilized as data which can factor towards an internal selection process. However, performance appraisals are not always a good indicator for an employee’s abilities to seamlessly transfer to another position (Tippins et al., 2018). Performance appraisals should only be heavily weighted when the job requirements of an open position considerably parallel the skillsets of the employee’s current position (Heneman et al., 2019). Of course, allowing for a more diverse selection pool can help find the best candidate, and performance appraisals can help build a selection pools of diverse raw talent, however, performance appraisals should be compounded with more substantive selection methods for the most valid results for selection (Heneman et al., 2019).

References

Heneman, H. G., Judge, T., & Kammeyer-Mueller, J. (2019). Staffing organizations (9th ed.). Pangloss Industries.

Tippins, N., Sackett, P., & Oswald, F. (2018). Principles for the validation and use of personnel selection procedures. Industrial and Organizational Psychology, 11(S1), 1–97. https://doi.org/10.1017/iop.2018.195.