Running head: APPLICATIONS: CHANGING A PROMOTION SYSTEM 1
Applications: Changing a Promotion System
APPLICATIONS: CHANGING A PROMOTION SYSTEM 2
Applications: Changing a Promotion System
Bioglass Inc. is a specialty vendor who offers a variety of glass products to their
consumer base (Heneman, Judge, & Kammeyer-Mueller, 2019, p. 544). The sales associates
within the commercial sales division (CSD) drive the sales of the glass products to corporate
clientele (Heneman et al., 2019, p.544). Bioglass currently has a structure in place of four
different tiers of sales associates. The entry level position starts off with a salary range of
$28,000 annually while the top tier sales agent will generate an annual income of $76,000. In
addition, the firm has “four levels of managerial positions which range from $76,000 to $110,000
per year” (Heneman et al., 2019, p. 544).
Tom Caldwell is a successful tenured associate within Bioglass Inc. and has proven to be
effective in meeting his sales quotas. Tom worked his way up from an entry level sales associate
to a top tier associate. Naturally, when a managerial position became available, he felt that he
was qualified to apply. Regrettably, Tom proved to be ineffective in the managerial position in
which he was internally promoted to. He failed to provide proper guidance and feedback to his
direct reports. As a result of his lack of leadership, his overall team’s performance suffered and
the morale declined.
What is the likely cause of CSD’s problems?
I believe that the CSD’s main problem is that the firm only used one method to assess
Tom’s abilities. This by far was the biggest misstep that the company made within the promotion
process. In Proverbs 11:14, the Bible states “without wise leadership, a nation falls; there is
safety in having many advisers” (NLT). The hiring manager within CSD did not take heed to this
Bible verse because the decision to promote Tom to a managerial position was based solely off of
logic of prediction rather than multiple assessments. While the logic of prediction can be
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APPLICATIONS: CHANGING A PROMOTION SYSTEM 3
beneficial in an internal promotion decision, it should not be the only method used to determine
the applicant’s qualifications and abilities. The logic of prediction rule states that an “applicant’s
degree of success in past situations should be predictive of their likely success in new situations”
(Heneman et al., 2019, p. 516).
How might CSD and Bioglass more generally, make better promotion decisions in the
future? Be specific.
CSD can make better promotion decisions in the future by incorporating several different
assessments to determine an applicant’s qualifications for the intended role rather than just using
on method. Moreover, it is important to note that making a decision on which methods would be
best for assessing and developing potential candidates is not a simple task[CITATION Fle16 \p
110 \l 1033 ]. I feel that the CSD could benefit from utilizing an assessment center to aid in the
selection process. This would be beneficial because assessment center has a thorough employee
selection process which consists of predictors that forecast an applicant’s probability of success
in the prospective role (Heneman et al., 2019, p. 531). Also, I would suggest that the CSD utilize
job knowledge tests in their future promotion decisions. These tests can aid in the future
promotion decisions because the tests can measure the individual’s level of understanding with
certain concepts of the job ranging in difficulty from simple to complex (Heneman et al., 2019,
p. 527). Furthermore, the test is a solid indicator of the applicant’s aptitude to learn and
willingness to learn new concepts (Heneman et al., 2019, p. 527).
In general, what role should performance appraisals play in internal selection
decisions? Are there some cases in which they are more relevant than others? Explain.
Performance appraisals should play a critical role within internal selection decisions. The
appraisals are a good indicator of an applicant’s ability and often these reports are beneficial to
hiring managers. However, hiring managers need to use extreme caution in that they should not
rely solely on the performance appraisal itself. It gets risky when only one assessment is used to
determine an applicant’s qualifications. In order to avoid the mistake that CSD made,
performance appraisals should be used in conjunction with at least one other assessment.
Multiple assessments of an applicant assist in providing more clarity and paint a bigger picture of
the individual’s abilities. And last but not least, if a hiring manager is struggling with an internal
selection decision, they can lean on God for understanding and guidance. In the Bible, Proverbs
APPLICATIONS: CHANGING A PROMOTION SYSTEM 4
3:5-6 states” Trust in the Lord with all your heart, and do not lean on your own understanding. In
all your ways acknowledge him, and he will make straight your paths” (ESV).
APPLICATIONS: CHANGING A PROMOTION SYSTEM 5
References
Fletcher, C., & Williams, R. (2016). Appraisal Improving Performance and Developing the
Individual. London, UK: Routledge. Retrieved from https://doi-
org.ezproxy.liberty.edu/10.4324/9781315677040
Heneman, H. G., Judge, T. A., & Kammeyer-Mueller, J. D. (2019). Staffing Organizations (9th
ed.). Burr Ridge, IL, OH: McGraw Hill.
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