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  • The replies to both classmates must be 250-300 original words in length each, not counting quotations, references, greetings, etc, and are due by midnight Sunday; replies must include “Scripture/biblical principles and experience.”
  • The  statements made in the initial answer to the questions must be  supported by at least one scholarly reference (such as the textbook, or  an article from a scholarly, peer-reviewed academic journal – not  websites, newspapers, magazines, or blogs, etc) with corresponding  APA-formatted in-text citations and reference list. See the Professor’s Improvement Suggestions document for additional information about scholarly references and a list of prohibited sources.
  • Only  original content counts toward the minimum word count. The reference  list, quotations, and restatement of the question do not count toward  the minimum word count.
  • Narrative prose only please – no bullet points, numbered lists, or tables.
  • No file attachments please.


  • The  replies to both classmates must be 250-300 original words in length  each, not counting quotations, references, greetings, etc, and are due  by midnight Sunday; replies must include “Scripture/biblical principles  and experience.
  • The statements made in the initial  answer to the questions must be supported by at least one scholarly  reference (such as the textbook, or an article from a scholarly,  peer-reviewed academic journal – not websites, newspapers, magazines, or  blogs, etc) with corresponding APA-formatted in-text citations and  reference list. See the Professor’s Improvement Suggestions document for  additional information about scholarly references and a list of  prohibited sources.
  • Only original content counts  toward the minimum word count. The reference list, quotations, and  restatement of the question do not count toward the minimum word count.
  • Narrative prose only please – no bullet points, numbered lists, or tables.
  • No file attachments please.



Neimis Seitz

Targeted Recruitment

             Targeted recruitment is the system used by some organizations that give  special attention to those candidates who possess certain  characteristics that help them fill specific positions within the  organization.  Various components are considered: those in the minority  population, those with disabilities, those candidates who possess  specific skill sets, or those with other certain criteria (Heneman,  Judge, & Kammeyer-Mueller, 2019).  At times this process can seem  unfair since organizations are utilizing specific characteristics to  fill their positions that others may not possess through no fault of  their own. 

             The main question concerning this process is, is it fair for  organizations to specify characteristics in their candidates to fill  positions within their workplace?  While targeted recruitment is  targeted as specific groups, it does not necessarily mean the process is  unfair.  This is, of course, based on the circumstances surrounding the  organization’s initiative to hire only certain people.  For example,  those with a specific skill set may be a targeted group for an  organization (Evertz & Süß, 2017).  Does this count as unfairness?   No, since the skill set is necessary for the job, it is only logical  that this specific group would be targeted for hiring purposes.  But  while this does not seem too controversial, organizations who key in on  groups that are targeted for hiring purposes based on their ethnicity,  sexual orientation, etc. can be perceived as discriminatory practices,  since it is unethical and against federal law to discriminate against  any based on certain protected classes such as race and/or sexual  orientation (Foley & Williamson, 2018).  It would seem logical to  conclude that it is indeed unfair to provide these protected classes any  advantage for hiring purposes solely based on these criteria. 

             Proponents of targeted recruitment programs based on race etc. argue  that these types of systems help alleviate the effects of past  discrimination from employers based on social status within  society (Hennekam, Peterson, Tahssain-Gay, & Dumazert, 2019).   Opponents argue that these types of recruitment practices do nothing  more than perpetuate the same discriminatory practices of the past and  do nothing to move forward positively.  Affirmative action is an example  of targeted recruitment practice. The Bible in Matthew 7:12 said: “So  whatever you wish that others would do to you, do also to them, for this  is the Law and the Prophets” (English Standard Version). Federal and  state laws prohibit discrimination based on race, and the race is not  permitted from being a determining factor for candidates during the  hiring process.  But is not affirmative action precisely that; the  process of hiring candidates based on race?  Many argue yes, and it is  easy to conclude that targeted recruitment practices based on this  criterion are unfair. 


Evertz,  L., & Süß, S. (2017). The importance of individual differences for  applicant attraction: A literature review and avenues for future  research. Management Review Quarterly, 67(3), 141-174. Retrieved from https://link-springer-com.ezproxy.liberty.edu/article/10.1007%2Fs11301-017-0126-2

Foley, M., & Williamson, S. (2018). Does anonymising job applications reduce gender bias? Gender in Management: An International Journal, 33(8), 623-635. Retrieved from https://www-emerald-com.ezproxy.liberty.edu/insight/content/doi/10.1108/GM-03-2018-0037/full/html

Heneman, H. G., Judge, T. A., & Kammeyer-Mueller, J. (2019). Staffing organizations (9th ed.). Burr Ridge, IL: McGraw Hill.

Hennekam,  S., Peterson, J., Tahssain-Gay, L., & Dumazert, J.-P. (2019).  Recruitment discrimination: How organizations use social power to  circumvent laws and regulations. International Journal of Human Resource Management, 1-29. Retrieved from https://www-tandfonline-com.ezproxy.liberty.edu/doi/full/10.1080/09585192.2019.1579251



Ashley Gauldin


 The  case presents the question of eliminating seniority as an eligibility  for bidding on a job posting. Traditional systems of internal  recruiting, such as the seniority system of promotion, have been proven  to contribute to the glass ceiling effect, or invisible barriers to  advancement. Seniority systems have long been used as a merit-based  scale for promotional decision. Numerous studies have shown that in  relation to the skills, knowledge, and work performance of an employee  basis of seniority has little relevance. Factor of experience has proven  to be of greater relevance related to the elements required for  consideration of promotion. Additionally, use of systems such as  seniority has proven to narrow the field of recruitment by limiting  access to knowledge, skills, and characteristic of potential candidates  (Heneman, Judge, & Kammeyer-Mueller, 2019)

 Mitchell-Cole  Manufacturing, a nonunion organization, has policies in place similar  to union employment contracts listing terms of employment and  conditions. This document and proceeding policies place the seniority  system as a heavy merit on promotional consideration. The system only  allows applicants with less than two years of service to apply for  internal jobs if the job has no applicants from senior employees within a  30-day period. As the reorganization into autonomous work groups take  place the selection of a leader based on these policies could potential  limit the candidate pool, forgoing opportunities to place highly skilled  individuals in the leader position. Elimination of the policy would  provide a selection process to acknowledge and award promotion on merit  more relevant to the position. 

Job Posting System

 The  job posting system in place by Mitchell-Cole Manufacturing follows the  model of open internal recruitment. Such a process has shown to minimize  promotions of preference, or selection of favorable employee by  manager. It has as shown to have the advantage of uncovering hidden  talent. This type of system has also been shown to have disadvantages  including increasing competitiveness amongst employees, time in review  and selection, as decrease in employee morale (Heneman et al., 2019). 

 Substituting  the current open internal recruitment process with a hybrid system  would allow for a broader applicant pool. While this approach would  lengthen the time necessary to review the candidate pool, the  replacement of the open system and removing seniority requirements would  place a greater emphasis on KSAO’s required to complete the job. The  process of hybrid internal recruitment allows applicant determination by  two means: job posting and organization search. The process of job  posting would work similar to the current system in place. The process  of candidate search would be conducted by the HR department to give an  applicant suggestion list to review. This system is known to equalize  the field of opportunity, as well as discover unexpected candidates  within the organization.

Promotion-from-within Policy 

 Promotion-from-within  policies are important to the talent management process of an  organization to recognize and reward learning, growth, and achievement  within an organization. The current effort of Mitchell-Cole  Manufacturing to promote leaders internally has raised concerns about  the ability to match job required KSAO’s with the candidate pool. This  concern is a relevant reflection of importance of talent management  within a firm. Talent manage is the processes and program that  affectively monitor, form, and improve the skills and knowledge of  internal labor market. A promotion-from-within policy should not be  replaced by Mitchell-Cole Manufacturing. Mitchell-Cole Manufacturing  should create frameworks and avenues of advancement to strengthen their  internal labor market through training, education, and other means. This  avenue would ensure that the strength of a promotion-from-within policy  will be a beneficial factor of recruitment for future positions. 

Career Mobility Paths 

 CEO  Zoe Braush wants to ensure that team units have a high level of  cohesion and team identity. Her concern is that cross movement across  teams will reduce these aspects of team units and reduce the ability to  promote leaders in the future. 

 The  development of a career mobility path to ensure the goals set in place  by Ms. Braush should provide a clear, transparent framework. Career  mobility path requires specific guidelines showing employees the  requirements, goals, and objectives linking them to the organizational  strategy.  Traditionally the  mobility path focuses on lateral movement based on hierarchical  structure. A better suited mobility path for Mitchell-Cole Manufacturing  would be an alternative mobility path. This form of path is based on  movement throughout the organization in multiple direction. The goals of  the alternative mobility path are to strengthen the KSAO’s of employee  based on the chosen path they pursue. Through this means the approach of  increased information processing across team, flexibility, and breaks  down barriers among employees. This form of mobility path would create  the team unity through understanding of skills, interpersonal growth of  employees, and advancement of KSAO’s to ensure succession of future  positions. 

New Internal Labor Market System

 Change management within implementation of organization change is vital to the success of new programs. Studies have shown  for  employees to buy into change they must understand the value proposition  offered. With the combined initiatives previously mentioned concerns  will be raised about the elimination of ,and change of other, policies  related to internal promotions. One way to increase buy in by employees  is to implement representation during policy development. Receiving  input from the front line aligns employee goals with organizational  strategy. An additional method of acceptance of change is the use of  advocates. Advocates within the employees, or representative who have  been trained on the policies, allow for a peer-to-peer point of  conversation. Such a program allows for a group to aid managers in  addressing concerns, as well as allowing employees to have a co-worker  express the benefits of policy change through a non-managerial  perspective (Chen, Uen, & Chen, 2016).


Chen,  S., Uen, J. F., & Chen, C. (2016). Implementing high performance HR  practices in asia: HR practice consistency, employee roles, and  performance: APJM APJM. Asia Pacific Journal of Management, 33(4), 937-958. doi:http://dx.doi.org.ezproxy.liberty.edu/10.1007/s10490-016-9466-z

Heneman, H. G., Judge, T. A., & Kammeyer-Mueller, J. D. (2019). Staffing organizations(9th

 ed.). Burr Ridge, IL: McGraw Hill.

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