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Discussion Post on Changing A Promotion System
Answer the questions below in at least 400 words after reading the scenario below, using at least one scientific article to support your results.
Bioglass, Inc. is a company that sells a variety of glass goods. The commercial sales division (CSD) of the corporation specializes in selling high-tech mirrors, microscopes, and photography lenses. CSD’s sales personnel are in charge of marketing glass products to corporate clients. Sales workers at CSD are paid at four levels, ranging from $28,000 to $76,000 per year. In CSD, there are four levels of managerial jobs, with salaries ranging from $76,000 to $110,000 per year (the division president’s salary).
Tom Caldwell has been a fantastic sales representative. In his 17 years with Bioglass, he has constantly proven outstanding sales methods and has a significant and devoted client base. Tom has progressed from the lowest level of sales associate to the highest level. At each point, he has demonstrated his ability to succeed. Tom was a logical contender for an entry-level management role in CSD that opened up last year. Despite the fact that several other candidates were considered, Tom was the apparent pick for the job.
Tom, on the other hand, struggled as a manager once he was in the role. He wasn’t used to delegating, and he rarely gave feedback or guidance to the people he was in charge of. Despite the fact that he set goals for himself, he never did so for his employees. Tom’s group’s morale was low, and their performance decreased as a result. Tom’s return to sales, the firm reasoned, would be bad for him and send the wrong message to other colleagues; terminating such a dedicated employee was deemed unthinkable. As a result, Bioglass chose to keep Tom in his current position and never advance him again. It was also considering enrolling Tom in some expensive management development seminars to help him improve his leadership abilities.
Meanwhile, Tom’s replacement was having a lot of trouble with the large corporate contracts that the highest-level sales associates had to service, despite being successful at the lower three levels of sales associate positions. Tom’s two most important clients had lately switched from Bioglass to a competitor. CSD was perplexed as to how such a disastrous situation had arisen when they appeared to have made every correct decision.
Answer the following questions based on this application and your reading of this chapter:
1. What do you think the root of CSD’s difficulties is?
2. How can CSD, and Bioglass in general, make better future promotion decisions? Be as precise as possible.
3. What role should performance evaluations play in internal selection decisions in general? Is it true that they are more relevant in some circumstances than others? Explain