Need a reply that is at least 250 words for the following post.
Response must support assertions with at least 2 scholarly
citation in APA format. Each reply must incorporate Scriptural or
Biblical principles and experience. Any sources cited must have
been published within the last five years. Acceptable sources
include the textbook (attached) and scholarly articles.
How does mobility differ in organizations with innovative career paths?
Organizations may utilize different career paths. Internal recruitment involves an organization enhancing the personnel already employed to work toward meeting the firm’s strategic goals (Heneman et al., 2015). The most common career path involves being promoted farther ‘up’ into the company hierarchy. Research supports that internal mobility has a positive impact on the overall company survival and internally promoted employees share more firm-specific knowledge at the next level (Tavares, 2020). Innovative career paths represent options in job mobility within the organization that differs from simply moving up the company ladder.
List 3 innovative career paths & describe how mobility occurs in each?
Innovative career paths provide the opportunity for employee movement up, down, or side-to-side within the organization (Heneman et al., 2015). The alternative mobility paths allow for employees to discover and grow in other ways than just being promoted up the ladder of the organization. There are options to keep people learning and contributing to the organization in new and innovative ways. Parallel career paths allow employees to excel in both management and technical job titles. In many hierarchy-based organizations, technical positions are limited and kept at a lower level. This option keeps technical and managerial job titles and salaries similar, so the options are endless (Heneman et al., 2015). A lateral career path explores that an employee’s greatest contribution may be from staying on one level, but while working various job titles or categories (Heneman et al., 2015). There can be flexibility in staying on the same level within the organization but learning new job responsibilities. The lattice mobility path combines the possibility for an employee to move up, laterally, or even down within the same organization (Heneman et al., 2015). This path provides the chance for someone to move up to become a supervisor for a limited time (as needed) and move back to front-line employees as work demands change.
List the characteristics necessary for an effective promotion policy.
An effective promotion or career mobility policy must include the written policies and list specific criteria for movement along an organization’s career paths (Heneman et al., 2015). Both alternative and hierarchical career paths need to have a well-defined policy in place to keep employees informed. The policy should encompass the following characteristics:
Requirements for internal career path mobility, for both
employees and supervisors (hierarchical or innovative)
Scope of the policy – job categories, employees, regions, etc
3. Promotion/Mobility procedures – how vacancies are
communicated, how employees know of application
deadlines, job qualifications, and selection process
4. Policies regarding salaries, benefits, and advancement
5. Designed to support the mission and vision for the company
A well-designed policy is informative and supportive of the entire workforce in considering promotions or career path planning.
Compare and contrast a closed internal recruitment system with an open internal recruitment system.
A closed internal recruitment system is operated mainly through the organization’s human resource department. Employees are not necessarily informed of job vacancies unless they are deemed qualified by the HR department or someone else involved with job placement. While this type of system can be very efficient, it may also exclude qualified individuals that are not aware of a job opening. An open internal recruitment system is where all employees know of any job openings with an open application or job bidding process. It allows employees to decide for themselves if they are qualified and/or interested in a job change. It does not rely on someone in HR or a supervisor selecting them for advancement. This process is more time-consuming but also provides opportunities for all employees to advance or make a change in their career path.
What information should be included in the targeted internal communication message?
The communication targeted to internal job applicants should be aimed at current employees qualified and possibly interested in a new position. Heneman (2015) points out that internal applicants will already be known by supervisors and communication regarding job openings can explain the desirability for a new job on a personal level (p. 285). The communication needs to include facts about the job, so the potential applicant can make an informed decision, rather than someone listening to company rumors or pin their hopes on inflated compensation or other rewards.
Choose three suggestions for improving the advancement of women and minorities and tell why they are important.
The first suggestion from the chart I chose is to examine the organization’s culture. Each company has its own behaviors and norms that are deemed acceptable. While a firm may say they embrace diversity in the workforce, oftentimes there are still ‘good ole boys clubs’ that are unofficially supported in the business environment. Everyone should have equal access to jobs, benefits, and opportunities. The underlying culture needs to support the diversity and inclusion of women in the workplace. Secondly, an organization must monitor recruitment strategies. Each posting, job ad or vacancy notice should be located in places to be seen by a diverse population. In particular, recruitment efforts need to support women in the workforce as equals and not as an afterthought. Also, I recommend creating formal and informal programs to provide mentoring to employees. This is critical to anyone feeling excluded. For example, for a woman in management to mentor another female employee, allows everyone to see the empowerment and support for one another. The mentoring program should include everyone, not just women.
Heneman, H. G., III, Judge, T. A., & Kammeyer-Mueller, J. (2015). Staffing organizations (8th ed.). McGraw Hill.
Tavares, M. (2020). Across establishments, within firms: worker’s mobility, knowledge transfer and survival. Journal for Labour Market Research, 54(2), 1–19.
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