Discussion week 5
Chapter 10: Applications: Changing a Promotion System. Answer questions 1-3.
Bioglass, a glass products sales company, has recently experienced a difficult situation involving internal promotion. The commercial sales division (CSD) has promoted one of the many top sales associates to an entry-level managerial position though the employee has demonstrated a tremendous amount of difficult in adjustment to their new responsibilities. In an effort to thwart the new to either demote or fire the employee, the company has made the determination that the employee should retain their position and keep them out of consideration for future elevated positions. In addition, the replacement employee for their prior position has been struggling being a sales associate and has loss the company two of their major clients. Bioglass’ clearly has an issue internally with their promotion system due to their failure in employees.
What is the likely cause of CSD’s problems?
The likely cause of CSD’s problem is the internal promotion with lack of proper internal job predictors and this makes the appearance that the company is promoting employees wholly basedon the seniority rather than the knowledge, skill, ability, and other characteristics (KSAOs) relevant to the job. As demonstrated by the above case, this practice has ultimately led to the fulfillment of the Peter Principle, which argues that “within the [promotional] hierarchy of a firmevery employee tends to rise to his or her level of incompetence” (Faria & Mixon Jr., 2020, p. 11). In other words, lack of a proper assessment of job predictors within CSD for their internal promotion system has made them promote an employee from a position that they were great into a job that they are not able to do the tasks nor duties. According to King James Bible Online (2021), James 4:10 teaches us, “Humble yourselves in the sight of the Lord, and he shall lift you up.”
How might CSD, and Bioglass more generally, make better promotion decisions in the future? Be specific.
CSD and Bioglass can benefit more from the utilization of an internal assessing method to ensure that the decisions they make regarding promoting employees are better in the future. One such internal assessment method known as a talent management or succession system allows for a company to keep an ongoing organizational record of an employee’s KSAOs so as to better inform human resource decisions such as promotion opportunities (Heneman III, Judge, Kammeyer-Mueller, 2019, p. 518). Indeed, a study conducted by Griffith et al. (2019) determined that the implementation of a talent management system across an organization can lead to the development of a “high-quality internal talent pool” (p. 306) that ultimately benefits the organization through decreased turnover and increased job engagement and satisfaction.
In general, what role should performance appraisals play in internal selection? Are there some cases in which they are more relevant than others? Explain.
The usage of appraisals of performance plays a vital role in the selection internally through providing more valuable data that can be added to a system of managing talent. However, direct use of performance appraisals in an internal promotion system should only be employed when
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there is a direct correspondence between the performance requirements of the past job and the future job (Heneman III, Judge, Kammeyer-Mueller, 2019, p. 528). In fact, incorrect use of performance appraisals in internal promotions can often lead to the fulfillment of the aforementioned Peter Principle throughout an organization (p. 529). The application of this knowledge to the case mentioned can have an impact on the performance appraisals though should not be that much of an influence on the promotion internally from a sales associate position to a managerial position as the two jobs possess different performance requirements.
References
Faria, J. R., & Mixon, F. G. (2020). The peter and dilbert principles applied to academe. Economics of Governance, 21 (2), 115-132. DOI: 10.1007/s10101-020-00235-6.
Griffith, J. A., Baur, J. E., & Buckley, M. E. (2019). Creating comprehensive leadership pipelines: Applying the real options approach to organizational leadership development. Human Resource Management Review, 29 (3), 305-315. https://doi.org/10.1016/j.hrmr.2018.07.001.
Heneman III, H., Judge, T., & Kammeyer-Mueller, J. (2019). Staffing organizations (9th ed.). McGraw-Hill Education.
King James Bible Online. (2021). James 4:10. Accessed July 23, 2021 from
https://www.kingjamesbibleonline.org/James-4-10/
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