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HURS217 – Recruiting, Selection, and Staffing Promotion from Within at Citrus Glen

HURS217 – Recruiting, Selection, and Staffing Promotion from Within at Citrus Glen     

 Scenario Mandarine “Mandy” Pamplemousses is vice president of HR for Citrus Glen, a juice producer based in south Florida that supplies orange and grapefruit juice to grocery stores, convenience stores, restaurants, and food processors throughout the United States. Citrus Glen has been growing rapidly over the last few years, leading Mandy to worry about how to hire and promote enough qualified individuals to staff the ever-expanding array of positions within the company. One of the ways Mandy has been able to staff positions internally is by contracting with Staffing Systems International (SSI), a management consulting firm based in Charlotte, North Carolina.  
When positions open up at Citrus Glen that are appropriate to staff internally, Mandy sends a group of candidates for the position up to SSI to participate in its assessment center. The candidates return from SSI three days later, and a few days after that, SSI sends Mandy the results of the assessment with a recommendation. Though Mandy has never formally evaluated the accuracy of the promotions, it is her feeling that the process is pretty accurate. 
Of course, for $ 5,500 per candidate, Mandy thought, it should be accurate. A few days ago, Mandy was hosting Thanksgiving, and her brother in law, Vin Pomme, joined them. Vin is a doctoral student in industrial psychology at Ohio International University. After Thanksgiving dinner, while Mandy, Vin, and their family were relaxing on her lanai and enjoying the warm Florida sunshine, Mandy was talking to Vin about her difficulties in promoting from within and the cost of SSI’s assessment process. Vin quickly realized that SSI was using an assessment center. He was also aware of research suggesting that once one takes an applicant’s personality and cognitive ability into account assessment center scores may contribute little additional validity. Given the high cost of assessment centers, he reasoned, one must wonder whether this “incremental” validity (the validity that assessment centers contribute beyond the validity provided by personality and cognitive ability tests) would prove cost effective. After Vin conveyed these impressions to Mandy, she felt that after the holidays she would reexamine Citrus Glen’s internal selection processes. 
Reference 
Heneman III, H., Judge, T., & Kammeyer-Mueller, J. (2012). Staffing Organizations (7th ed.). New York: McGraw- Hill/ Irwin.      

Directions  
Prepare a response for each item, and include support from scholarly resources with APA citations.  
1. Drawing from concepts presented in the lecture and reading on Measurement, analyze and describe how Mandy can more effectively and formally evaluate SSI’s assessment process, as well as the alternative process presented to her by Vin.   
2. Construct a scenario in which you think Mandy should continue her business relationship with SSI.   
3. If Mandy decided on an alternative assessment process, predict and describe what process she would implement, and how she would evaluate if it was effective.   
4. Citrus Glen has considered expanding its operations into the Caribbean and Latin America. One of Mandy’s concerns is how to staff such positions. If Citrus Glen does expand its operations to different regions, propose and describe in detail how Mandy should go about staffing such positions
 

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