The document provides instructions for a final exam asking students to answer questions 10 and 11 in detail using APA style and external sources. It then lists 11 potential exam questions covering topics in staffing and human resources, including the importance of considering applicants' perspectives during recruitment and selection, person-organization and person-job matching, pursuing workforce diversity actively or passively, representing an organization's interests as a staffing professional, succession planning at all management levels, potential problems in affirmative action planning, limitations of disparate impact statistics, establishing claims of disparate impact, differences between private and public sector staffing, and assessing an organization's approach that strictly adheres to employment law but feels "anything goes" for other practices.

1. Final Exam
Please answer question 10 and 11 and 3 others of your choice
in details, APA styles and external sources required.
1. Why is it important for the organization to view all
components of staffing (recruitment, selection, employment)
from the perspective of the job applicant?
2. Would it be desirable to hire people only according to the
person/organization match, ignoring the person/job match?
Please explain in detail
3. One of the strategic staffing choices is whether to pursue
workforce diversity actively or passively. First suggest some
ethical reasons for the active pursuit of diversity, and then
suggest some ethical reasons for a more passive approach.
4. As a staffing professional in the human resources department
or as the hiring manager of a work unit, explain why it is so
important to represent the organization’s interests, and what are
some possible consequences of not doing so?
5. What are the differences advantages of succession planning
for all levels of management, instead of just top management?
6. What problems might an organization encounter in doing an
AAP that it might not encounter in regular staffing planning?
7. What are the limitations of disparate impact statistics as
indicators of potential staffing discrimination?
8. Why is each of the four situational factors necessary to
establishing a claim of disparate impact?

2. 9. What are the differences between staffing in the private and
public sectors? Why would private employers probably resist
adopting many of the characteristics of public staffing systems?
10. Assume the company you work for practices strict adherence
to the law in its relationships with employees and job
applicants. The company calls it “staffing by the book.” But
beyond that, it feels that “anything goes” in terms of tolerated
staffing practices. What is your assessment of this approach?
11. Assume that you’re the staffing manager in a company that
informally, but strongly, discourages you and managers from
hiring people with disabilities. The company’s rationale is that
people with disabilities are unlike to be high performers or long
term employees, and are costly to train, insure, and integrate
into the work unit. What is your ethical assessment of the
company’s stance; do you have an ethical obligation to try to
change the stance, and if so, how might you go about that?