- Choose three (3) internal selection factors that you
believe would be most reliable for promoting employees within an
organization. Next, describe two (2) reasons why an individual should
consider these three (3) factors when promoting employees within an
organization. Justify your response.
- Based on the case study, determine what you believe are
the three (3) primary weaknesses in BioGlass Inc’s promotion policy. Next,
describe two (2) solutions to address the identified weaknesses. Then,
provide one (1) method for preventing similar problems in the future.
Support your rationale with specific examples of such strategies.
Changing a Promotion
Inc. specializes in sales of a wide array of glass products. One area of the
company, the commercial sales division (CSD), specializes in selling high- tech
mirrors and microscope and photographic lenses. Sales associates in CSD are
responsible for selling the glass products to corporate clients. In CSD there
are four levels of sales associates, ranging in pay from $ 28,000 to $ 76,000
per year. There are also four levels of managerial positions in CSD; those
positions range in pay from $ 76,000 to $ 110,000 per year (that’s what the
division president makes).
has been a very effective sales associate. He has consistently demonstrated
good sales techniques in his 17 years with Bioglass and has a large and loyal
client base. Over the years, Tom has risen from the lowest level of sales
associate to the highest. He has proved himself successful at each stage. An
entry- (first-) level management position in CSD opened up last year, and Tom
was a natural candidate. Although several other candidates were given. However,
once in the position, Tom had a great deal of difficulty being a manager. He
was not accustomed to delegating and rarely provided feedback or guidance to
the people he supervised. Although he set goals for himself, he never set
performance goals for his workers.
Tom’s group was low, and group performance suffered. The company felt that
demoting Tom back to sales would be disastrous for him and present the wrong
image to other employees; firing such a loyal employee was considered
unacceptable. Therefore, Bioglass decided to keep Tom where he was but never
promote him again. It was also considering enrolling Tom in some expensive
managerial development programs to enhance his management skills. Consideration,
Tom was the clear choice for the position.
Tom’s replacement, although successful at the lower three levels of sales
associate positions, was having a great deal of difficulty with the large
corporate contracts that the highest- level sales associates must service. Two
of Tom’s biggest clients had recently left Bioglass for a competitor. CSD was
con-fused about how such a disastrous situation had developed when they seemed
to make all the right decisions.
The answer to each question has to be 125 words or more plus reference(s).