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Posted 09-30-2021 4:13:59 AM
Changing a Promotion System
 

The most significant likely cause of CSD’s problems is poor management skills. It is worth acknowledging that CSD started experiencing problems after Tom’s promotion to a senior management position. These problems emanate from poor management skills that tend to kill the morale of employees in the department. Carter, Cook, and Dorsey opined that effective management skills always entail the maintenance of high morale among employees to ensure that they work in the most efficient manner toward the realization of organization’s goals. However, CSD lacks the element of morale boosting, hence leading to the existence of these problems. Additionally, poor management skills are exhibited by the absence of delegation. In line with the case, Tom did not know how to delegate responsibilities, hence making it difficult for CSD to realize the required level of performance. Notably, Tom only focused on setting personal goals while forgetting goals for his employees. All these actions indicate that CSD’s problems emanate from poor management skills that do not take into consideration all the aspects of the department.

Making Better Promotional Decisions CSD, and Bioglass more generally, would make better promotional decisions in the future by considering a number of factors. Firstly, they could make better decisions in the future by utilizing aptitude tests. It implies that they must recognize candidates who demonstrate a high sense of aptitude for positions with more responsibility within the organization. For instance, they should select a candidate who exhibits aptitude for a high-level management position in CSD. According to Frazis and Loewenstein, aptitude tests will play an instrumental role in ensuring that it succeeds in its desire to promote employees to different positions. Moreover, on the overall scale, CSD and Bioglass might make better promotional decisions in the future by considering the employee’s professional traits. For instance, they should consider employee’s commitment, integrity, and relationship with co-workers. These professional traits should be keenly analyzed to ensure that the candidate remains steady after the promotion, hence leading to stable performance.

Additionally, they might make better promotional decisions in the future taking into account the employee’s performance in all areas of the organization. Performance should be evaluated according to the employee’s ability to work with others, thus leading to the attainment of the organizational goal. CSD and Bioglass should not base on individual performance as this could be disastrous as it was with Tom’s promotion.

Role of Performance Appraisal in Internal Selection Decisions Performance appraisal is the process of evaluating the performance of employees and rewarding them in the appropriate manner. Accordingly, performance appraisals should perform the role of indicating an employee’s performance in internal selection decisions. Ruderman and Ohlott affirmed that frequent performance appraisals would be instrumental in indicating the performance trends of employees within the organization, hence revealing their performance, which could be utilized in making internal selection decisions. It means that the organization will have an easier task of considering employees who exhibit consistent performance in all its aspects. However, this should be done frequently to ensure that there is reliability in terms of making the decision based on employee’s performance.

Nevertheless, there are some instances when performance appraisals are more relevant than others are. It is worth noting that performance appraisals are more relevant in instances where employees perform the same tasks at both an individual and group levels. It brings out a clear view of the employee’s performance at a personal and group levels. However, they are not relevant in situations where each employee performs a different task. It might be difficult to evaluate the correct level of performance among such employees.

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