What are the differences advantages of succession planning for all levels of management, instead of just top management?
Final Exam
Please answer question 10 and 11 and 3 others of your choice in details, APA styles and external sources required.
1. Why is it important for the organization to view all components of staffing (recruitment, selection, employment) from the perspective of the job applicant?
2. Would it be desirable to hire people only according to the person/organization match, ignoring the person/job match? Please explain in detail
3. One of the strategic staffing choices is whether to pursue workforce diversity actively or passively. First suggest some ethical reasons for the active pursuit of diversity, and then suggest some ethical reasons for a more passive approach.
4. As a staffing professional in the human resources department or as the hiring manager of a work unit, explain why it is so important to represent the organization’s interests, and what are some possible consequences of not doing so?
5. What are the differences advantages of succession planning for all levels of management, instead of just top management?
6. What problems might an organization encounter in doing an AAP that it might not encounter in regular staffing planning?
7. What are the limitations of disparate impact statistics as indicators of potential staffing discrimination?
8. Why is each of the four situational factors necessary to establishing a claim of disparate impact?
9. What are the differences between staffing in the private and public sectors? Why would private employers probably resist adopting many of the characteristics of public staffing systems?
10. Assume the company you work for practices strict adherence to the law in its relationships with employees and job applicants. The company calls it “staffing by the book.” But beyond that, it feels that “anything goes” in terms of tolerated staffing practices. What is your assessment of this approach?
11. Assume that you’re the staffing manager in a company that informally, but strongly, discourages you and managers from hiring people with disabilities. The company’s rationale is that people with disabilities are unlike to be high performers or long term employees, and are costly to train, insure, and integrate into the work unit. What is your ethical assessment of the company’s stance; do you have an ethical obligation to try to change the stance, and if so, how might you go about that?
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Posted 19 Jun 2017 07:06 AM
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