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business
staffing organizations

Questions and Answers of Staffing Organizations

Firing an employee has numerous potential negative organizational consequences, including the discomfort of the supervisor who delivers the termination information, conflict or sabotage from the
If a person says to you - "It's easy to reduce turnover, just pay people more money" - what is your response?
Why should an organization seek to retain employees with performance or discipline problems - why not just fire them?
Give examples of when you would want the following for a written job knowledge test:a. A low coefficient alpha (e.g., alpha = .35), andb. A low test-retest reliability.
Is it unethical for an employer to use a selection measure that has high empirical validity but lacks content validity? Explain.
Describe how you might go about determining scores for applicants’ responses to: a. Interview questions,b. Letters of recommendation, andc. Question about previous work experience.
Do individuals making staffing decisions have an ethical responsibility to know measurement issues? Why or why not?
Imagine and describe a staffing system for a job in which there was no measurement used.
Should Lone Star have a succession plan in place for other individuals at the bank? If so, why and for whom?
Does Lone Star need a succession plan for the CEO position? If so, how would you advise the board in setting up such a plan?
How should other internal candidates be identified and recruited?
How should Lone Star go about finding a successor to Ritter? Should Bowers be recruited to be the next CEO?
If a new internal labor market system is to be put in place, how should it be communicated to employees?
Exhibit 6.9 contains many suggestions for improving the advancement of women and minorities. Choose the three suggestions you think are most important and explain why.
How could career mobility paths be developed that would allow across-team movement without threatening team identity and cohesion?
What information should be included in the targeted internal communication message?
Should a strict promotion-from-within policy be maintained? Why or why not?
Compare and contrast a closed internal recruitment system with an open internal recruitment system.
Should the job posting system simply be eliminated? If so, what should it be replaced with?
Do organizations have an ethical obligation to have a succession plan in place? If no, why not? If so, what is the ethical obligation and to whom is it owed?
A sound policy regarding promotion is important. List the characteristics necessary for an effective promotion policy.
Should seniority be eliminated as an eligibility standard for bidding on jobs, meaning no longer giving the two-year-plus employees priority?
MDN Inc. is considering two employees for the job of senior manager. An internal candidate, Julie, has been with MDN for 12 years and received very good performance evaluations. The other candidate,
Traditional career paths strictly emphasize upward mobility within an organization. How does mobility differ in organizations with innovative career paths? List three innovative career paths
What other changes might have to be made to ensure that the training has a strong impact on the managers and that they are motivated to use what they learned during the recruitment process?
What strategies are organizations using to ensure that they are able to attract women and underrepresented racioethnic groups?
Who should conduct the training?
What are the advantages of conveying a realistic recruitment message as opposed to one portraying the job in a way that the organization thinks that job applicants want to hear?
What skills should the trainees actually practice during the training?
In designing the communication message to be used in external recruiting, what kinds of information should be included?
What materials and training aids will be needed for the program?
Most organizations have in place job boards on their web page where applicants can apply for jobs online. What ethical obligations, if any, do you think organizations have to individuals who apply
What topics should be covered in the training program?
Many organizations adopt a targeted recruitment strategy. For example, Home Depot has targeted workers 50 and above in its recruitment efforts, which include advertising specifically in media outlets
List ten sources of applicants that organizations turn to when recruiting. For each source, identify needs specific to the source, as well as pros and cons of using the source for recruitment.
List and briefly describe each of the administrative issues that needs to be addressed in the planning stage of external recruiting.
Why do you think HR professionals were not able to very accurately predict the importance of many rewards to employees? What are the implications for creating the employee value proposition?
What are the advantages and disadvantages of identifying and using general competencies to guide staffing activities?
What are the advantages and disadvantages to using multiple methods of job analysis for a particular job? Multiple sources?
What would you consider when trying to decide what criteria (e.g., percentage of time spent) to use for gathering indications about task importance?
A process to be used in the future for periodically reviewing and updating these new job descriptions.
Assume you are assisting in the conduct of job analysis as an HR department representative. You have encountered several managers who want to delete certain tasks and KSAOs from the formal job
Would it be better to first identify task dimensions and then create specific task statements for each dimension, or should task statements be identified first and then used to create task dimensions?
How should task statements be written, and what sorts of problems might you encounter, in asking a job incumbent to write these statements?
Reasons why it is important to update and write new job descriptions.
It has been suggested that “ethical conduct” be formally incorporated as a general competency requirement for any job within the organization. Discuss the pros and cons of this suggestion.
What is the purpose of each type of job analysis, and how can the three types described in this chapter be combined to produce and overall understanding of work in an organization?
What problems might an organization encounter in doing an AAP that it might not encounter in regular staffing planning?
What factors would lead an organization to enter into a consent agreement rather than continue to pursue a suit in court?
What criteria would you suggest using for assessing the staffing alternatives shown in Exhibit 3.14?
What is meant by reconciliation, and why can it be so useful as an input to staffing planning?
Summarize the type of additional information you recommend gathering and using as part of the decision-making process.
Why are decisions about job categories and levels so critical to the conduct and results of HRP?
What are the types of experiences, especially staffing-related ones, that an organization will be likely to have if it does not engage in HR and staffing planning?
Identify examples of ethical dilemmas an organization might confront when developing an affirmative action plan (AAP).
What are ways that the organization can ensure that KSAO deficiencies do not occur in its workforce?
Does an organization have any ethical responsibility to share with all of its employees the results of its forecasting of HR requirements and availabilities? Does it have any ethical responsibility
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?
What types of staffing activities (recruitment, selection, employment) might be causing the statistical differences? For example, in Exhibit 2.3 the selection rate for men is 50% and for women is
Why is each of the four situational factors necessary to establishing a claim of disparate impact?
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
What are the limitations of disparate impact statistics as indicators of potential staffing discrimination?
How can an organization go about collecting and reporting the statistics presented in Exhibit 2.3?
Do you agree that “the employer usually has the upper hand” when it comes to establishing the employment relationship? When might the employee have maximum power over the employer?
Will employee retention be a problem, and if so, how would this affect the viability of the new plant?
In the early stages should the plant be fully staffed, understaffed, or overstaffed?
Are some of the thirteen strategic staffing decisions more important than others? If so, which ones? Why?
Would it make sense to staff the plant initially with a flexible workforce by using temporary employees and then shift over to a core workforce if it looks like the plant will be successful?
What are examples of how staffing activities influenced by training or compensation activities?
Should staffing be based on just the person/job match or also on the person/organization match?
Would it be desirable to hire people only according to the person/organization match, ignoring the person/job match?
Should the plant manager come from inside the current managerial ranks or be sought from the outside?
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
Why is it important for the organization to view all components of staffing (recruitment, selection, employment) from the perspective of the job applicant?
What geographic location might be best for the plant in terms of attracting sufficient quantity and quality of labor, especially for the key jobs?
Assume that you are either the staffing professional in the department or the hiring manager of a work unit. Explain why it is so important to represent the organization’s interests (see Exhibit
What are potential problems with having a staffing process in which vacancies were filled (1) On a lottery basis from among job applicants, or (2) On a first come-first hired basis among job

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