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Jessica Collins
BUSI643: Workforce Planning and Employment
September 21, 2025
Respectfully submitted to: Dr. Mary Jo Odom-Dull
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Promotions
“Internal hiring is often proposed as a way for employers to provide opportunity for
upward occupational mobility to their frontline workers. In the mid-twentieth century, the
construction of internal labor markets in large corporations provided a protected channel for
occupational advancement for many workers” (Wilmers & Kimball, 2022, p. 111). Anytime
internal employees are selected as potential candidates for a job; it can get a little messy. This
situation proves to be difficult because of the subjective matters at hand. When people work for
a company for many years, friendships are made, supervisors talk up the previous subordinates
making them sound better than they actually are. “Such feelings about job applicants may result
in lowered hiring standards for some employees, discrimination against protected
classemployees, and decisions with low validity” (Judge & Kammeyer-Mueller, 2022, p. 523). A
tool that would greatly affect the responses and decisions being made about these selectees
would be peer assessments. There are some downsides to this like people being closely
connected than others, but this gives a true sense of where employees see their counterparts.
Choosing applicants based on seniority is not a good idea most of the time. If someone
has been with a company for 10 years but cannot make it past being a lower-level manager, it is
important to take a closer look at that individual. How are they with the employees? Are they
not reliable to take on a more extensive role? What is hindering their progress? Seniority can be
used when debating who can be promoted that shares the same experience and knowledge of a
job. With all that being said, taking a closer look at each candidate is important. Job
performance is a good indicator for why someone deserves a promotion. If job performance in
every role they had has been good and they have improved every time, that is a good indication
they will do well in their next role. Because they have figured out what is required of them to be
successful at every level and the people they work with.
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The best candidate in this scenario is someone who matches well with the company’s
values and mission. They affect the morale of the company in a positive way and lead people to
obtain their own personal success as well as allowing the company to benefit.
Employee engagement is considered as a contributor to employee- based brand equity.
It refers to a person’s moral connection to the company they work for. This is
demonstrated by the worker’s commitment, outreach, discretionary endeavors,
expertise, abilities, and competencies. Morally engaged employees are those who
function with enthusiasm and have a greater bond with their employer. Employees are
responsible for driving creativity and propelling the firm forward (Hu, 2022, para. 3)
Phillipians 2:3 says, “Let nothing be done through selfish ambition or conceit, but in lowliness of
mind let each esteem others better than himself” (King James Bible, 1769/2021). This quote
takes selflessness to another level; be the guiding light for others so that they can be great and
lead with vigor and champion your people. This is required to be a high-level employee in a
company. It is no longer about the individual, but about the organization. “Employers are
expected to select internal candidates to increase work incentives or save on training costs as
incumbent employees have accumulated firm-specific skills” (Bertheau, 2021, para. 1). It is
important to hire someone who will do what is best for the company and they are aligned with
the company’s mission and values. Choosing someone for political gain or for the sake of
keeping people happy will always backfire. If people do not get what they think they deserve,
they will always choose themselves over the company.
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References
Antoine Bertheau. (2021). Employer search behavior: Reasons for internal hiring. Labour
Economics, 73, 102064. ISSN 0927-5371, https://doi.org/10.1016/j.labeco.2021.102064
Hu S. (2022). Social and moral practices of the organizations and employee-based brand equity:
Female digital labor perspective. Frontiers in Psychology, 13, 910483.
https://doi.org/10.3389/fpsyg.2022.910483
Judge, T. A., & Kammeyer-Mueller, J. D. (2022). Staffing organizations (10th ed.). Burr Ridge,
IL: McGraw Hill.
King James Bible. (2021). King James Bible Online. https://www.kingjamesbibleonline.org/
(Original work published 1769)
Wilmers, N., & Kimball, W. (2022). How internal hiring affects occupational stratification,
Social Forces, 101, Issue 1, 111- 149, https://doi.org/10.1093/sf/soab131
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