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Mike Shipping Lines is a distributor of goods on the Great Lakes in the United States. Not only does it distribute goods but it also manufactures shipping containers used to store the goods while in transit. The name of the subsidiary that manufactures those containers is Mike Cole Manufacturing, and the president and CEO is Zoe Brush. Brush is in the middle of converting the manufacturing system from an assembly line to autonomous work teams. Each team will be responsible for producing a separate type of container, and each team will have different tools, machinery, and manufacturing routines for its particular types of container. Members of each team will have a job title "assembler," and each team will be headed by a permanent "leader. Brush would like all leaders to come from the ranks of current employees, both in terms of the initial set of leaders and leaders in the future as vacancies arise. In addition, she wants employee movement across teams to be discouraged in order to build team identity and cohesion. The current internal labour market, however, presents a formidable potential obstacle to her internal staffing goals. Based on a long history in the container manufacturing facility, employees are treated like union employees even though the facility is non-union. Such treatment was desired many years ago as strategy to remain non-union. It was management's belief that if employees were treated like union employees, there should be no need for employees to vote for a union. A cornerstone of the strategy is use of what everyone in the facility calls the "blue book". The blue book looks like a typical labour contract, and it spells out all terms and conditions of employment. Many of those terms apply to internal staffing, and are very typical of traditional mobility systems found in unionized work settings. Specifically, internal transfer and promotions are governed by a facility-wide job posting system. A vacancy is posted throughout the facility and remains open for 30 days; an exception to this is identified entry- level jobs that are filled only externally. Any employee with two or more years of seniority is eligible to bid for any posted vacancy; employees with less seniority may also bid, but they are considered for positions only if no two years plus employees apply or are chosen. Internal applicants are assessed by the hiring manager and a representative from the HR department. They review applicant's seniority, relevant experience, past performance appraisals, and other special KSAOs the blue book requires that the senior employees who the desired qualifications should receive the transfer or promotion. Thus, seniority is weighted heavily in the decision. Brush is worried about this current internal labour marker, especially for recruiting and choosing team leaders. These leaders will likely be required to have many KSAOs that are Based on this case, i. Explain do you agree or disagree with the organization policy in term of internal staffing whereby seniority should be given a priority to receive a transfer and promotion (4 Mark: ii. Recommend the most effective selection and performance appraisal methods that can use by this organization to measure the knowledge, skills, and attitudes of workers. (6 Marks/' iii. Critique should this organization maintained an organization policy to recruit an experience level position within internal workers only. (Kritik adakah patut organisasi ini mengekalkan polisi organisasi untuk merekrut (4 Marks 1 Page 6 of 7 iv. Discuss organization's strategies to develop "KSAOs among all employees in the company. (6 Marks/