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October 21, 2025

Simulation Training Value

A popular type of training at all levels of an organization is simulation training/development. Simulation training uses a duplicate work environment that is set up independently of the work site. In this setting, trainees can learn under realistic conditions, but away from the pressures of interruptions. Based on your knowledge, research, and/or experiences, discuss the value of simulation training/development. How do we as HRM professionals objectively determine the “value” of simulation training? Then, discuss the problems of simulation training/development that should be taken into consideration by human resource professionals. Finally, make a recommendation as to how simulation training/development can be assessed and used for succession planning.

Support your post with additional information from at least two reputable sources (library and/or web-based). Cite your sources. Bring in your own personal experiences, as applicable. Simulation Training Value

What is the value of simulation training/development?,
How can HRM professionals objectively determine the value of simulation training?,
What problems of simulation training/development should HR professionals consider?,
How can simulation training be assessed?,
How can simulation training be used for succession planning?

Simulation Training and Its Strategic Value

Simulation training and development are increasingly valuable in modern organizations because they replicate real-world work environments, enabling employees to practice skills, make decisions, and experience consequences without real-world risks. This method allows trainees to engage in hands-on, experiential learning that enhances skill retention, decision-making, and problem-solving. According to Noe (2023), simulation-based learning bridges the gap between theoretical knowledge and practical application, especially in high-stakes fields such as healthcare, aviation, and manufacturing. The value of simulation training lies in its ability to improve performance, increase confidence, and reduce errors once employees transition to actual job environments.

Determining the Value of Simulation Training

Human resource management (HRM) professionals can objectively determine the value of simulation training through training evaluation models such as Kirkpatrick’s Four-Level Model. This model assesses (1) trainee reactions, (2) learning outcomes, (3) behavioral changes on the job, and (4) organizational results. Additionally, HR can conduct return on investment (ROI) analyses to measure whether the benefits—such as improved productivity, reduced accidents, and faster onboarding—justify the training costs (Phillips & Phillips, 2022). For example, if a manufacturing simulation reduces on-the-job errors by 25%, the cost savings in material waste can serve as a quantifiable value indicator. Pre- and post-training performance assessments also help HR professionals evaluate the direct impact of simulations on individual competencies and job readiness.

Problems and Limitations of Simulation Training

Despite its benefits, simulation training poses several challenges that HR professionals must consider. Cost and complexity are major concerns—high-quality simulations often require advanced technology, such as virtual or augmented reality systems, which can be expensive to develop and maintain. Moreover, simulations may not capture all real-world variables, leading to potential gaps in experiential learning. Technological barriers can also arise when employees are unfamiliar or uncomfortable with the digital tools used in simulations. Additionally, there is a risk of overreliance on artificial scenarios, where employees might perform well in training but struggle in unpredictable, real-world conditions. HR professionals must therefore balance simulation with complementary learning methods, such as mentoring and field practice.

Assessment and Use in Succession Planning

Simulation training can be effectively integrated into succession planning by evaluating leadership potential and performance under realistic conditions. Through leadership simulations—such as crisis management scenarios or decision-making exercises—HR can identify employees who demonstrate critical thinking, adaptability, and communication skills. Assessment centers often use simulation-based exercises like role-playing, in-basket tasks, and case analyses to gauge managerial readiness. The results from these simulations can inform leadership pipelines and targeted development plans.

To assess the effectiveness of simulation training, HR should combine quantitative measures (e.g., performance metrics, ROI) with qualitative feedback from participants and supervisors. Longitudinal studies—tracking participants’ career progression and job performance—can further validate simulation training as a predictive tool for succession planning.

Conclusion

Simulation training and development offer substantial value in enhancing employee competency, safety, and readiness for advancement. When strategically implemented, simulations provide HR professionals with reliable insights into performance and leadership potential, which are essential for succession planning. However, to maximize effectiveness, HR must continuously evaluate simulation programs for cost efficiency, realism, and transferability to the workplace. By aligning simulation outcomes with organizational goals, HR can ensure that this powerful training tool supports both individual development and long-term business success.

October 21, 2025

Recruitment and Development Management

By Academic Wizard Blog

Recruitment and Development Management

Discuss how to manage a recruitment and development programs as an entrepreneur of an imaginary newly formed business with at least two human resource management concepts and specific examples (including your or others experiences if available). What are the name and main products/services of the business? Support your discussion based on your expectations of at least one future HR (Human Resources) trend (In around 3 pages/ Double space available).Recruitment and Development Management

How to manage a recruitment and development program as an entrepreneur of a newly formed business?,
What are at least two human resource management concepts applied?,
What specific examples illustrate these HRM concepts?,
What is the name and main products/services of the business?,
What future HR trend supports this discussion?

Recruitment and Development Management in a New Business

Effective recruitment and employee development programs are vital to the success and sustainability of any new business venture. As an entrepreneur, establishing a strategic human resource management (HRM) framework from the start ensures the attraction, retention, and growth of a talented workforce aligned with organizational goals. This discussion outlines how recruitment and development can be managed in a hypothetical business, applies key HRM concepts, and integrates emerging HR trends to create a future-ready organization.

Business Overview: EcoFusion Technologies

The imagined company, EcoFusion Technologies, specializes in developing and selling eco-friendly smart home devices—including smart thermostats, automated lighting systems, and sustainable energy monitors. The business aims to combine innovation with environmental responsibility, targeting environmentally conscious consumers and businesses seeking to reduce their carbon footprint.

Given the competitive nature of the technology industry, EcoFusion Technologies must build a workforce skilled in innovation, product design, marketing, and customer support. Therefore, establishing effective recruitment and development programs is essential to achieving the company’s mission.

Managing Recruitment Programs

Recruitment is the process of attracting, identifying, and hiring qualified candidates to meet organizational needs. The first HRM concept applied here is Strategic Recruitment—the alignment of hiring practices with business strategy. EcoFusion Technologies uses employer branding to position itself as a forward-thinking, sustainable company that attracts candidates passionate about technology and the environment.

For instance, job postings emphasize the company’s commitment to sustainability and innovation, appealing to value-driven applicants. Recruitment methods include digital platforms such as LinkedIn, targeted university partnerships, and referrals from employees. By employing a mix of internal and external recruitment, EcoFusion can balance experienced professionals with innovative young talent.

Additionally, a competency-based selection process ensures hiring decisions are made based on measurable skills, behaviors, and values that align with the company’s culture. Structured interviews and problem-solving assessments allow the organization to evaluate candidates’ abilities objectively, reducing bias and improving long-term job fit.

Managing Employee Development Programs

The second HRM concept central to this plan is Continuous Learning and Development (L&D). Employee development focuses on enhancing current capabilities while preparing individuals for future organizational needs. At EcoFusion Technologies, development programs are divided into three key areas: onboarding, skills enhancement, and leadership training.

New hires participate in an onboarding process that introduces company culture, sustainability goals, and team expectations. For continuous learning, employees access personalized e-learning modules on technical innovation, data analytics, and sustainability practices. Mentorship programs pair junior engineers with senior developers, facilitating knowledge transfer and career growth.

A performance management system incorporating 360-degree feedback is implemented to identify development needs and set performance goals. Employees are encouraged to pursue professional certifications, with partial financial support from the company, reinforcing a culture of growth and innovation.

October 21, 2025

Overtime Pay Guidelines Manual

By Academic Wizard Blog

Overtime Pay Guidelines Manual

Maria Chen, the Human Resources (HR) Director at Global Manufacturing Corp., is revising and updating the HR guidebook. She needs to ensure that her HR department, as well as the organization’s managers, understand current requirements with recent updates to overtime regulations and several pending lawsuits. She drafts a Q&A section addressing key overtime questions.

As Maria’s assistant, you have been tasked with preparing a presentation for her to deliver at the next quarterly managers’ meeting.

Please review the following website: How to Calculate Overtime Pay: A Comprehensive Guide

Then, create an 8–10-slide presentation (not including title and reference slides; with 200-250 word speaker notes per slide) that addresses the following:

Describe and analyze the Fair Labor Standards Act (FLSA).
What are the current requirements for someone to be classified as exempt or non-exempt from overtime pay?.
What are some examples of exempt jobs and non-exempt jobs?
Some states and organizations are challenging overtime pay rules. Do you recommend using the old rules or the new rules? Explain your reasoning.

Feel free to use the following Web site as a resource for completing this assignment: How to Calculate Overtime Pay: A Comprehensive Guide. Overtime Pay Guidelines Manual

Describe and analyze the Fair Labor Standards Act (FLSA),
What are the current requirements for someone to be classified as exempt or non-exempt from overtime pay?,
What are some examples of exempt jobs and non-exempt jobs?,
Some states and organizations are challenging overtime pay rules. Do you recommend using the old rules or the new rules?,
Explain your reasoning.

Comprehensive General Response

The Fair Labor Standards Act (FLSA), enacted in 1938, is a federal law that establishes standards for minimum wage, overtime pay, recordkeeping, and child labor. Its goal is to protect workers by ensuring fair compensation for time worked and to prevent employer exploitation. Under the FLSA, non-exempt employees must receive overtime pay at one and a half times (1.5x) their regular rate of pay for any hours worked over 40 in a workweek. The law is enforced by the U.S. Department of Labor’s Wage and Hour Division, and it applies to most private and public sector employees. Over the years, FLSA regulations have evolved to address modern work arrangements and to refine the criteria for exemption status.

Exempt vs. Non-Exempt Classification:
To determine whether an employee is exempt from overtime pay, three main tests are applied:

Salary Basis Test: The employee must be paid a fixed salary, not hourly wages.
Salary Level Test: As of the 2024 updates, employees earning less than $43,888 annually (or $844 per week) are generally non-exempt. This threshold will rise to $58,656 per year in 2025.
Duties Test: The employee’s primary job duties must involve executive, administrative, or professional responsibilities as defined by the Department of Labor.

Examples of Exempt and Non-Exempt Positions:
Typical exempt positions include executives, managers, doctors, lawyers, and certain IT professionals—roles that require independent judgment and decision-making. Non-exempt positions include clerical workers, retail associates, customer service representatives, and manufacturing staff—jobs that are paid hourly and require adherence to defined schedules or production standards.

Old vs. New Overtime Rules:
Many organizations have resisted adopting new overtime rules due to concerns about higher payroll costs, administrative burdens, and the need to reclassify employees. However, the new rules provide a more equitable standard, ensuring that lower- and mid-income salaried workers receive fair pay for overtime hours worked. Employers that continue to follow outdated thresholds risk legal challenges and employee dissatisfaction. Thus, adopting the new FLSA rules demonstrates organizational compliance, social responsibility, and a commitment to employee well-being.

Recommendation:
Organizations should implement the updated FLSA overtime rules proactively. Doing so not only aligns with legal compliance but also enhances employee morale, retention, and trust. HR leaders should educate managers on identifying exempt and non-exempt positions, maintaining accurate time records, and ensuring transparent pay practices. Furthermore, HR departments should regularly audit job descriptions and salary structures to ensure compliance with federal and state labor laws, particularly as wage thresholds and economic conditions change.

References:
U.S. Department of Labor. (2024). Fair Labor Standards Act (FLSA) overview. https://www.dol.gov/agencies/whd/flsa
Workest by Zenefits. (2024). How to calculate overtime pay: A comprehensive guide. https://www.zenefits.com/workest/how-to-calculate-overtime-pay
Society for Human Resource Management (SHRM). (2024). Understanding exempt vs. non-exempt employee classification. https://www.shrm.org

October 21, 2025

Social Security Reform

By Academic Wizard Blog

Social Security Reform

The Social Security Benefits Act, which created the Social Security program in the United States, was signed into law by President Franklin D. Roosevelt in 1935 as part of the New Deal. At its core, the program provides financial support to Americans during retirement, in cases of disability, or after the death of a family wage earner.

To fund social security during your working years, you and your employer each pay Social Security taxes (Federal Insurance Contributions Act [FICA] taxes) on your earnings. These taxes go into trust funds that pay benefits to current beneficiaries.

The Social Security program provides several types of benefits. Retirement benefits include monthly payments to retired workers who have earned enough “credits” through working and paying Social Security taxes. Disability benefits are payments to workers who become disabled and cannot work. Survivor benefits are payments to families of workers who die.

Please review this website on Social Security: Understanding the Benefits.

Then, please discuss the following with your peers:

In what ways might the Social Security program be reformed to address a changing workforce and the increased life span of recipients?
Should Social Security be guaranteed as a right, or should it be reconsidered as a conditional benefit?
Is it fair to ask younger workers to fund current retirees while facing uncertainty about their own future benefits

Social Security Reform

In what ways might the Social Security program be reformed to address a changing workforce and the increased life span of recipients?,
Should Social Security be guaranteed as a right or should it be reconsidered as a conditional benefit?,
Is it fair to ask younger workers to fund current retirees while facing uncertainty about their own future benefits?

Comprehensive General Response

The Social Security program, established in 1935, has been a cornerstone of the U.S. social safety net, providing income support to retirees, disabled individuals, and survivors of deceased workers. However, as demographics and labor trends evolve, the program faces sustainability challenges due to a growing number of retirees, increased life expectancy, and a smaller working-age population supporting the system. Reforming Social Security to ensure its long-term viability requires balancing fiscal responsibility with intergenerational fairness and social equity.

Reforming Social Security for a Changing Workforce and Longer Lifespans:
To adapt to demographic changes, reforms could include gradually raising the retirement age to reflect longer life expectancies, since the program was originally designed when people lived shorter post-retirement lives. Another option is adjusting the payroll tax cap, currently set at a fixed income limit, so higher earners contribute more into the system. Expanding revenue streams, such as taxing certain investment incomes or closing tax loopholes, could also stabilize funding. Additionally, offering incentives for delayed retirement, modernizing benefits for gig and contract workers, and implementing means-tested benefits to focus on those most in need are viable strategies for ensuring long-term solvency.

Social Security: A Right or Conditional Benefit?
Social Security is often viewed as an earned right because it is funded through payroll contributions from both employees and employers. However, since it depends on current workforce contributions and government policy, it is not an absolute entitlement but rather a social contract. It may be beneficial to treat it as a guaranteed right to maintain public trust and financial security among aging populations, while ensuring responsible fiscal management. Reframing it as conditional could risk undermining confidence in the system and disproportionately affect vulnerable groups, particularly low-income and disabled individuals who rely on these benefits the most.

Fairness to Younger Workers:
The current structure of Social Security is based on an intergenerational compact—today’s workers fund today’s retirees, expecting that future workers will do the same for them. While this pay-as-you-go model has worked for decades, it places increasing strain on younger workers as the worker-to-beneficiary ratio declines. Many younger individuals express concern about whether the system will be solvent when they retire. To address this fairness issue, policymakers could adopt partial privatization or investment diversification, giving younger workers options to supplement Social Security through personal retirement accounts. Transparency in policy changes and clear communication about long-term funding strategies would also help maintain public trust.

In summary, Social Security reform should reflect economic realities, demographic shifts, and generational equity. Ensuring its sustainability will require both incremental policy adjustments and broader conversations about shared responsibility between the government, employers, and citizens. While reform may be challenging, maintaining Social Security’s promise as a pillar of retirement and disability security remains vital for the well-being of millions of Americans.

October 21, 2025

All Organic’s Unionization Report

By Academic Wizard Blog

All Organic’s Unionization Report

As the new human resource (HR) intern at All Organic’s corporate office, you have been asked to prepare an informational report on unionization in the retail grocery sector. This report will help the HR team better understand the unionization process, advantages and disadvantages, state right-to-work implications, bargaining subjects, and unionization structure options. The information is meant to be objective and educational, not advocating for or against unionization.

Please review this website that explains more about unions and unionization: All About Unions – Workplace Fairness.

Then, address the following in an 8–10-slide PowerPoint presentation:

What is the general process for employees to unionize?
What are some advantages and disadvantages of unionization for the employee and the employer?
What are some subjects that the employer must bargain with the union?
What are some subjects on which either party can refuse to bargain?
What are some subjects that are prohibited from bargaining?

Your slide notes should include 200–250 words per slide.

You may use this presentation template to help you complete this assignment: U3 IP Template.

All Organic’s Unionization Report

What is the general process for employees to unionize?,
What are some advantages and disadvantages of unionization for the employee and the employer?,
What are some subjects that the employer must bargain with the union?,
What are some subjects on which either party can refuse to bargain?,
What are some subjects that are prohibited from bargaining?

Comprehensive General Response

Slide 1: Title Slide
Title: Unionization in the Retail Grocery Sector
Notes:
This presentation provides an overview of unionization in the retail grocery industry, with a focus on processes, advantages and disadvantages, bargaining subjects, and legal considerations. The purpose is to inform All Organic’s HR team about unionization from an objective standpoint to prepare for potential employee organizing efforts.

Slide 2: What Is Unionization?
Notes (200–250 words):
Unionization refers to the process by which employees join together to form or join a labor union for collective bargaining. A labor union represents workers in negotiating wages, benefits, hours, and working conditions with employers. In the retail grocery industry, unions such as the United Food and Commercial Workers (UFCW) often represent employees. The National Labor Relations Act (NLRA) governs unionization, ensuring workers have the right to organize without employer interference. Unionization gives employees a collective voice, which can enhance workplace fairness and protections. However, it also introduces structured processes and regulations that both employees and employers must navigate carefully.

Slide 3: The Unionization Process
Notes (200–250 words):
Unionization generally follows a structured legal process. It begins when employees express interest in unionizing and contact a union organization for guidance. Step one involves gathering signatures from at least 30% of employees in the proposed bargaining unit on authorization cards or petitions. Step two includes filing a petition with the National Labor Relations Board (NLRB), which then schedules an election. If a majority of employees (50% + 1 vote) vote in favor, the union becomes the exclusive bargaining representative. The final step is collective bargaining between union representatives and the employer to negotiate a contract, often referred to as a collective bargaining agreement (CBA).

Slide 4: Advantages of Unionization
Notes (200–250 words):
For employees, unionization provides numerous advantages, such as improved job security, higher wages, and better benefits. Unions advocate for safer working conditions, fair scheduling, and grievance procedures, which empower workers to voice concerns without fear of retaliation. Unionized workers typically earn more than their non-union counterparts and experience stronger protections against unfair treatment. For employers, unions can bring structure to employee relations, reduce turnover through increased employee satisfaction, and promote consistent communication through established negotiation channels. Employers may also benefit from clear policies and procedures developed through collective agreements, reducing workplace ambiguity.

Slide 5: Disadvantages of Unionization
Notes (200–250 words):
Unionization can also present challenges. For employers, collective bargaining can lead to increased labor costs due to negotiated wages and benefits. The presence of a union may limit managerial flexibility in scheduling, promotions, or discipline. Labor disputes and strikes can disrupt operations and harm customer satisfaction. For employees, union dues and fees may reduce take-home pay, and strict seniority rules can restrict advancement opportunities. Additionally, workers may feel that individual performance is less recognized in a unionized environment. The collective nature of decision-making sometimes results in compromises that not all members agree with.

Slide 6: Mandatory Bargaining Subjects
Notes (200–250 words):
Mandatory bargaining subjects are issues that employers are legally required to negotiate with unions. These include wages, hours, benefits, working conditions, safety rules, grievance procedures, and job classifications. The NLRA requires good-faith bargaining on these topics to reach a collective agreement. Both parties must engage in open discussions and cannot refuse to negotiate over these essential employment terms. These subjects directly affect workers’ employment conditions and are fundamental to collective bargaining processes. Employers who fail to bargain over mandatory subjects risk being charged with unfair labor practices by the NLRB.

Slide 7: Permissive and Prohibited Bargaining Subjects
Notes (200–250 words):
Permissive bargaining subjects are optional topics that either party may choose to negotiate but are not legally required to do so. Examples include internal union affairs, management rights, and business strategies. Either side may refuse to bargain over these matters without violating labor law. Prohibited subjects, on the other hand, are illegal to negotiate under federal law. These include discriminatory employment practices, closed shop agreements (where union membership is required before hiring), and issues that conflict with statutory rights. Maintaining awareness of these boundaries ensures compliance and ethical negotiation between unions and employers.

Slide 8: Right-to-Work Implications
Notes (200–250 words):
Right-to-work laws vary by state and impact the unionization process significantly. In right-to-work states, employees cannot be required to join a union or pay union dues as a condition of employment. This can reduce union membership rates and influence bargaining power. For employers, right-to-work laws can provide greater flexibility and potentially reduce union pressure. However, unions argue that these laws weaken collective bargaining strength and lead to lower wages and benefits. Understanding state-specific regulations is crucial for HR professionals managing workplaces in multiple jurisdictions.

Slide 9: Union Structures and Representation
Notes (200–250 words):
Union structures typically include local unions that represent specific workplaces or regions, national or international unions that coordinate activities across multiple locals, and federations such as the AFL-CIO that represent labor interests at a broader level. In the retail grocery industry, the United Food and Commercial Workers (UFCW) is one of the most prominent unions. These organizations provide resources, training, and legal support for members. Understanding the hierarchy of union representation helps HR teams anticipate how grievances and negotiations may be handled across different levels of the organization.

Slide 10: Conclusion
Notes (200–250 words):
Unionization in the retail grocery sector plays a vital role in shaping labor relations. For All Organic, understanding the unionization process, bargaining requirements, and legal implications helps HR professionals prepare for potential organizing activities. Maintaining open communication with employees, promoting fair labor practices, and staying compliant with labor laws are key strategies for successful human resource management in both unionized and non-unionized environments. Ultimately, the goal is to foster a respectful and equitable workplace where employees feel valued and motivated to contribute to organizational success.

October 21, 2025

Assessments and Training

By Academic Wizard Blog

Assessments and Training

It has been proposed that students be assessed with work simulations similar to those used in managerial assessment centers. Assessments are then made on a student’s competencies in decision making, leadership, oral communication, planning and organizing, written communication, and self-objectivity. What other methods can be used to assess student competencies in these areas?

Training Modalities

Do you prefer to receive training in face-to-face format, as e-learning, or as mobile learning (e-learning completed using a mobile device, such as a smartphone or tablet), or in some other format? Why?

Types of Interviews

Contrast an unstructured interview with a situational or behavioral interview. Share examples of types of interviews you’ve had. What interview type are you most comfortable with, and why? What interview type are you least comfortable with, and why? How can you increase your comfort level with that type of interview?

What other methods can be used to assess student competencies in decision making leadership oral communication planning and organizing written communication and self-objectivity?,
Do you prefer to receive training in face-to-face format as e-learning or as mobile learning or in some other format? Why?,
Contrast an unstructured interview with a situational or behavioral interview.,
What interview type are you most comfortable with and why?,
What interview type are you least comfortable with and why?,
How can you increase your comfort level with that type of interview?

Comprehensive Response

Beyond work simulations, several methods can effectively assess student competencies in decision making, leadership, communication, organization, and self-awareness. One effective approach is 360-degree feedback, where students receive evaluations from peers, instructors, and even simulated team members. This method fosters reflection and provides a holistic view of competencies. Case studies and problem-based learning can also assess analytical and decision-making skills, while group projects allow evaluation of leadership, collaboration, and planning abilities. Presentations and written assignments demonstrate oral and written communication skills, respectively, and self-assessment portfolios help students reflect on their growth and identify strengths and weaknesses. Together, these methods combine both performance-based and reflective assessments to measure key managerial competencies comprehensively (Dessler, 2023).

When it comes to training modalities, I prefer face-to-face training because it encourages interaction, immediate feedback, and hands-on learning. In-person sessions also allow for relationship-building and mentorship, which enhance motivation and knowledge retention. However, e-learning and mobile learning have distinct advantages, such as flexibility, accessibility, and self-paced study. For example, mobile learning is particularly useful for quick refreshers or on-the-job learning. Ultimately, the best training format often depends on the subject matter—complex interpersonal skills may benefit from in-person learning, while technical or procedural content can be effectively delivered online (Noe et al., 2020).

An unstructured interview is a free-flowing conversation where questions vary depending on the interviewer’s discretion, allowing for natural dialogue but often lacking consistency. In contrast, situational and behavioral interviews are structured and designed to predict future performance based on past or hypothetical scenarios. In situational interviews, candidates describe how they would handle specific challenges, whereas behavioral interviews focus on how they handled such challenges in the past. For example, a behavioral question might ask, “Tell me about a time you resolved a team conflict.” Structured interviews tend to yield fairer and more reliable evaluations due to their standardized nature (Dessler, 2023).

I am most comfortable with behavioral interviews because they allow me to use concrete examples from my experiences to demonstrate my skills and problem-solving abilities. This structure helps me prepare in advance and showcase my competencies clearly. Conversely, I am least comfortable with unstructured interviews, as their unpredictability and informal nature can make it difficult to gauge what the interviewer is looking for. To increase my comfort level with unstructured interviews, I can practice adaptability, improve my ability to think on my feet, and focus on maintaining calm, confident communication regardless of question style. Participating in mock interviews and receiving feedback would further build confidence and readiness for any interview type (Noe et al., 2020).

October 21, 2025

Recruiting and Diversity

By Academic Wizard Blog

Recruiting and Diversity

The purpose of this chapter is to examine the processes used by organizations to attract, hire, and develop new employees. It starts by examining the goals of recruiting and then discusses some recruiting methods. The next step is the selection process by which organizations decide which of those persons recruited should be offered employment. The chapter ends with a discussion of the methods and models of training those new employees so that they can perform their jobs most effectively.

Deliverable: Write responses to questions in a single paragraph format and include references for each answer.

In what ways are recruiting and hiring coaches similar to and different from recruiting and hiring corporate managers?

If you were a coach, what would be important to you in considering a new coaching position?

AS a job seeker, would you prefer an online interview or an in-person interview? Why?

The preceding advice is directed at the job seeker—what advice might be useful for the person conducting the online interview?

Recruiting and Diversity

Chapter 8: Diversity, Equity, and Inclusion for a New Workforce

The purpose of this chapter is primarily to explore diversity and DEI in organizations. Issues associated with diversity, equity, and inclusion (DEI) are discussed, along with several other specific groups of employees that require special attention. It begins by exploring the meaning and nature of diversity, and then distinguishes between diversity management and equal employment opportunity. The chapter addresses the challenges of increasing inclusion as well as its benefits. Finally, the chapter turns to concerns over other social issues.

Can you identify examples of ADA accommodations in general and assistive technology in particular at your school or employer?

What are the implications of assistive technology for a large business with global operations?

In what ways are recruiting and hiring coaches similar to and different from recruiting and hiring corporate managers?,
If you were a coach what would be important to you in considering a new coaching position?,
As a job seeker would you prefer an online interview or an in-person interview? Why?,
What advice might be useful for the person conducting the online interview?,
Can you identify examples of ADA accommodations in general and assistive technology in particular at your school or employer?,
What are the implications of assistive technology for a large business with global operations?

October 21, 2025

Ethical Issues in Performance Appraisal

By Academic Wizard Blog

Ethical Issues in Performance Appraisal

1. To make you aware that many performance appraisal decisions involve ethical issues.,

1. To familiarize you with some of the many ethical performance appraisal issues.,

1. To familiarize you with various criteria that can be used to determine if an action is ethical.,

1. To make you aware of some of the reasons why a manager may be tempted to act unethically when evaluating subordinates.

Much has been written regarding ethical issues that relate to selling, advertising, stock trading, accounting fraud, and executive compensation. However, little attention has been given to ethical issues related to performance appraisal. In many work organizations, managers are told to conduct annual performance appraisals with employees and are asked to be accurate in their appraisals. The importance of being ethical is not addressed. This exercise asks students to examine 10 different appraisal situations to determine if they pose any ethical issues . Each student group needs to determine: 1) Is the manager in the case acting in an ethical manner? 2) Would their group act in the same manner as did the manager?

In discussing this exercise, it may be helpful to point out that there are two approaches to appraisal in practice. One of these, the rational perspective, suggests that the goal of performance appraisal should be accuracy. Each manager must evaluate employees objectively because these appraisals need to be used to make a wide range of administrative decisions (e.g., promotions, transfers, raises, bonuses, layoffs, selection, and training). They also need to be used to develop and motivate employees. Accuracy serves as a foundation for accomplishing these tasks. On the other hand, the second perspective-the political approach-suggests that the purpose of performance appraisal may be its utility in accomplishing either the manager’s or the organization’s goals. For example, the manager may want to encourage an employee who is struggling by giving her/him a higher than deserved evaluation. Likewise, a manager may want to punish an employee for being argumentative by giving him/her a lower than deserved evaluation. Thus, under this philosophy, appraisal is a means to an end and accuracy is not the primarily or only goal. The scenarios that follow all relate to the issue of whether these political goals are ethical and appropriate.

Debriefing the Exercise

Review and answer each scenario. After completing the two questions posed for each scenario, justify your answers based on selecting and answering one or two of the questions in (a-g).

1. Does the action involve intentional deception?

1. Does the action purposely benefit one party at the expense of another?

1. Is the action fair and just to all concerned?

1. Would you or the manager feel comfortable if the action was made public, or must it remain a secret?

1. Would you need to justify the action by telling yourself that you can get away with it or that you won’t need to live with the decision consequences?

1. Would you recommend the action to others?

1. Will the action build goodwill and better relationships?

Ethical Issues in Performance Appraisal

1. A supervisor has an employee who is an outspoken homosexual. The supervisor does not like homosexuals. As a result, the supervisor purposefully rates her lower than deserved on her performance appraisal form.