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CAN YOU DO THIS FOR ME 2 replies of 250–300 words each, to 2 classmates' threads. Statements made in each thread must be supported by at least 1 scholarly reference. 1ST REPLY DB Forum 2 – Chapte
CAN YOU DO THIS FOR ME
2 replies of 250–300 words each, to 2 classmates' threads. Statements made in each thread must be supported by at least 1 scholarly reference.
1ST REPLY
DB Forum 2 – Chapter 10: Changing a Promotion System
Kristin Land
BUSI643 – Workforce Planning and Employment
Liberty University
September 19, 2019
DB Forum 2 – Chapter 10: Changing a Promotion System
Problems at the CSD
Many of CSD’s problems can be attributed to poor skill matching decisions. This could have been prevented had they paid better “attention to the types of KSAOs necessary for advancement, and undertaken programs to impart these KSAOs to aspiring employees” (Heneman, Judge, & Kammeyer-Mueller, 2019, p. 542-543). Coaching, mentoring, job-related assessments, formal training, and networking opportunities should have been explored before they hired Tom for the management position. He was an excellent employee, but was not adequately prepared to make managerial decisions and lead a team. Another excellent step for CSD would have been for Tom to help train, coach, and mentor his replacement. He was a success at the upper-level sales position and would have passed on valuable information to the newcomer. Such an arrangement would have been helpful for them both and may have prevented some of Bioglass’s top clients from leaving.
Improving Promotion Decisions
In future promotion decisions at Bioglass, managers should consider strategic initiatives such as manpower planning, which is meant to develop a personnel strategy, ensuring that the required personnel is available in time (Komarudin, Guerry, Vanden Berghe, & De Feyter, 2015, p. 2004). One approach to manpower planning, Markov manpower planning, describes and controls the future evolution of the personnel structure that depends on recruitments, promotions (i.e., employee transitions between subgroups) and wastage (when employees leave the organization) (Komarudin, 2015, p. 2004). The system does this by employing the use of a classified set of subgroups which consist of individual employees of similar personal and work-related characteristics, making appropriate selection determinations through the use of quantitative methods.
Role of Performance Appraisals
In this case, basing Tom’s qualification for the promotion solely on his level of past performance proved to be a poor decision. This was not because he was undeserving of the promotion; he had earned it. Rather it was because he lacked the necessary managerial skills needed for the position. CSD should have measured his skills in this area, just the same as they should have done for Tom’s replacement in the higher-level sales associate position. Neither one of them, though skilled and knowledgeable in their respective jobs, were adequately prepared for their new roles. Particularly, if Tom was the most qualified applicant for the job, the benefits of providing him with more training would have likely outweighed the costs.
Managers must be aware that in performance appraisals “there is not always a direct correspondence between the requirements of the current job and the requirements of the position applied for”…[They] “should only be used as predictors when job analysis indicates a close relationship between the current job” and the new position the employee applied for (Heneman, et al., 2019, p. 528). If used in the appropriate context between jobs requiring similar skillsets, performance appraisals can be very effective.
References
Heneman, H. G., Judge, T. A., & Kammeyer-Mueller, J. (2019). Staffing organizations (9th ed.). Burr Ridge, IL: McGraw Hill.
Komarudin, Guerry, M., Vanden Berghe, G., & De Feyter, T. (2015). Balancing attainability, desirability and promotion steadiness in manpower planning systems. Journal of the Operational Research Society, 66(12), 2004-2014. Retrieved from https://doi-org.ezproxy.liberty.edu/10.1057/jors.2015.26
2ND REPLY
Latoya Smith
Changing a Promotion System
Chapter 10: Changing a Promotion System
Many organizations use internal recruitment as a way to hire their employees. Internal hiring is popular because the organization already knows the knowledge, skills and abilities and other characteristics of the individual. An organization should still have processes in place when using internal hiring as a means of promotion. Just because an employee is good in their current position does not mean the employee will excel when promoted.
The likely cause of CSD’s problem with Tom is that the organization does not have an internal selection process. Although, Tom was a very good sales associate there was nothing in place or nothing conducted that would determine if he would be successful as a manger. In addition, there is not a training or professional development program available to Tom, so he may improve on his managerial skills.
In order for this organization to make better promotion decisions, the organization should have an internal selection process. There is certain initial assessment method an organization may use. These assessments methods are Talent Management/Succession Systems, Peer Assessments, Self-Assessments, Managerial Sponsorship, and informal discussions and recommendations (Heneman, Judge, & Kammeyer-Mueller, 2019). Each of these assessments’ methods will give the employer valuable insight on the candidate. For instance, the Talent Management/Succession system keeps an ongoing organizational record of the skills, talents, and capabilities of an organization’s employees (Heneman, Judge, & Kammeyer-Muller, 2019). This will help human resources keep up to date records of the employees within an organization that way the employee’s skill level is always known, and the record may be reviewed when the employee is applying for an internal position or up for a promotion. The next assessment an organization may use are peer assessments. Peer assessments are good because peers are witnesses to the KSA’s of their fellow co-workers. The downside of peer assessments are sometimes co-workers may be friends, and there is a chance that some peer assessments may be bias. The third assessment that may be used is self-assessments. The one problem with self-assessments is that employees may not be honest about their skill set. The final two options are managerial sponsorship and informal discussion and recommendations. Managerial sponsorship is when an upper level management sponsors an employee. In addition, recommendations may come from a manager and should be used with caution because a bias may exist. No matter which method is selected an organization should have a system in place when hiring internally.
Performance appraisals plays a role in internal selection because it shows the past performance of employees. Performance appraisals are only relevant when the current job and future job have similar knowledge, skills and abilities. For instance, an employee who was excellent doing office work cannot compare to a job where manual labor is needed. No matter what or why a performance appraisal is used it may not give an accurate account of a person’s ability.
References
Heneman, H.G., Judge, T. A., & Kammeyer-Mueller, J. (2019). Staffing organizations.
