Reference no: EM13522604
/ Questions
1. Internal temporary employees require more orientation to the organization than would external hires.
2. Succession planning techniques are important as the workforce increasingly approaches retirement.
3. Surveys demonstrate that employees are more satisfied when their employers provide them with ample communication and opportunities for internal advancement.
4. Career development centers are a low cost way to increase employee interest in internal career paths.
5. The degree to which an organization utilizes its own internal information on candidate qualifications and job performance will determine how qualified the applicants will be.
6. There is a great deal of research on the effectiveness of internal recruiting sources, so best practices can guide choice of the methods for internal recruiting.
7. Realistic job previews are potentially not necessary for internal recruiting because applicants may already be familiar with the jobs in question.
8. Targeted recruiting messages are especially appropriate for internal applicants when they move to an unknown job, a newly created job, or a new geographic area, including an international assignment.
9. A targeted message for internal recruits points out how the job matches the needs of the applicant.
10. Word of mouth regarding internal job openings usually serves to provide additional opportunities to women and minorities.
11. There is not much research concerning perceptions of fairness in internal recruiting processes.
12. Research suggests that procedures followed for internal recruiting and other personnel practices can be almost as important as the outcome of the decisions themselves.
13. It should not be assumed that just because job seekers come from inside the organization they will automatically know and understand the selection procedures.
14. The Affirmative Action Programs Regulations specifically address internal recruitment as part of the federal contractor's AAP.
15. According to the Supreme Court, an ADA related-reassignment request must prevail over an organization's seniority system.
16. In the absence of a discriminatory intent, virtually any seniority system is likely to be bona fide, even if it causes adverse impact.
17. The "glass ceiling" refers to strong but invisible barriers for women and minorities to promotion in organizations.
18. The Federal Glass Ceiling Commission study found that although men and women were nearly equally eager to move into management, women were much less optimistic about their chances of being promoted.
19. Research has shown that since the 1970's there has been a radical shift in top management in most organizations, with nearly half of all top executive positions being held by women.
20. The "glass ceiling" refers to the prevalence of policies and procedures that have resulted in reverse discrimination.
21. Unequal access to development experiences and internal selection systems have both contributed to the glass ceiling.
22. Seniority-based systems may need to be eliminated as a means of reducing the prevalence of glass ceiling effects.
23. Informal promotion policies increase the ability of women and minorities to get ahead in most businesses.
24. Formal mentoring, training, and flexible work hours all may reduce the problems of the glass ceiling.