Search
  Advanced Search
 

Browse Case Studies

Emerald Emerging Markets Case Studies


Show: All content | Just my subscriptions

Human Resource Management

Content
Content Id: Content Information:
0Laura at Panevežys Juozas Balcikonis Gymnasium
Author(s):Raimonda Alonderiene, Margarita Pilkiene
Title – Laura at Panevežys Juozas Balcikonis Gymnasium. Subject area – Human resource management, organizational psychology, organizational behaviour, school management and leadership and general management Study level/applicability – The case is appropriate for undergraduate, post-graduate and executive-level courses related to human resource management, organizational psychology, organizational behaviour, school management and Read more
Title – Laura at Panevežys Juozas Balcikonis Gymnasium. Subject area – Human resource management, organizational psychology, organizational behaviour, school management and leadership and general management Study level/applicability – The case is appropriate for undergraduate, post-graduate and executive-level courses related to human resource management, organizational psychology, organizational behaviour, school management and leadership and general management, or in the courses, where it is needed to illustrate how one of HR activities – successful adaptation of new employee is performed. Case overview – Young teacher, Laura V., getting a position as English language teacher in the same gymnasium she has graduated herself – J. Balcikonis gymnasium at Panevežys city. It was her dream to become a teacher, and new job at prestigious school, famous for its long standing tradition and strong culture was promising a lot. Case refers to first half year of Laura's experience. She was happy with handling the subject she taught, but faced challenges to come to good terms with old generation teachers and active students. Case describes the ways she overcame this with the help of a mentor and the leadership style of school's director. Expected learning outcomes – To understand the importance of socialization (orientation) in establishing person-job and person-organization fit; to examine socialization (orientation) as an outcome and as a process, formal and non-formal types of it; to understand the difference in behaviour change tactics: behaviour modification and socialization; and to understand the forms of teacher education – pre-service and in-service training. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
Please login  |  Abstract & purchase  [ HTML & PDF (897kb) ]  |  Reprints & permissions
1Rising from the ashes: Satyam's story
Author(s):Tanvi Gautam
Title – Rising from the ashes: Satyam's story. Subject area – Leadership, human resource management, crisis management, change management and communication. Study level/applicability – Executive education; postgraduate; undergraduate. Case overview – This case study describes the collapse of Satyam, a leading IT industry service provider from India. Satyam went into Read more
Title – Rising from the ashes: Satyam's story. Subject area – Leadership, human resource management, crisis management, change management and communication. Study level/applicability – Executive education; postgraduate; undergraduate. Case overview – This case study describes the collapse of Satyam, a leading IT industry service provider from India. Satyam went into a crisis mode after revelation of financial fraud by its Chairman. This resulted in a crisis not just for the company, its clients and employees – but it also had the potential to shake up the entire Indian IT industry the world over, by shattering investor and client confidence in the Indian IT sector. The case provides the students with an inside view of the unfolding of events at Satyam and the people challenges that emerge in a crisis scenario. The case outlines reactions from the industry, government, clients and employees as they tried to make sense of a very chaotic situation, and its multi-level ramifications both within India and outside. The case ends with Thallapalli Hari, the Global Head of Marketing and Communication and ex-head of HR, trying to visualise and prioritise a course of action to propose to other members of the leadership team. Expected learning outcomes – The key aim of this case is to provide a backdrop to the crisis, and also help students put themselves in the role of an HR crisis manager as well as portray the decision making and communication challenges that emerge in chaotic situations. The importance of an immediate and yet strategic response is emphasised and the case is a great starting point to have a discussion on the competencies and skills required in HR to lead under unusual circumstances. This case allows participants to get an in-depth understanding of the collapse of Satyam. The case also illustrates principles of leadership, change management and communication, in particular:? Leadership: The Satyam story is an HR and leadership crisis nightmare come true. What should an HR leader do when you wake up to find your company with a ruined reputation, minimal financial capital, 53,000 employees on the payroll and more than 500 clients with pending deliverables worldwide. Where do you begin? The case illustrates a situation where immediate action is required to stop the tailspin into which the company was heading.? Change management: The situation demanded that change be managed from a chaotic system to a stable system. The big issue though remains as to how one can get a system into a state of stability when everything is changing at the same time. Most change management plans have some stable variables, however in the case of Satyam there were multiple changes taking place simultaneously. A combination of change in leadership, client relationships, employee trust and confidence, market reactions together make for a perfect storm. Dealing with even one of these changes is a challenge for a company. In the case of Satyam, its entire existence was at stake.? Communication: The demands for communicating effectively in a crisis situation are different than communicating under stable systems. The choice of medium, the speed of response, the content all need careful monitoring. Whereas most companies have teams that separately deal with internal and external communication, Satyam provides a unique situation where managing both effectively at the same time was critical to the future of the firm. The stakes for effective communication are much higher under the circumstances. This case can be used in organizational behaviour, human resources and corporate communications modules being taught to under-graduates, post-graduates and for executive education. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
Please login  |  Abstract & purchase  [ HTML & PDF (81kb) ]  |  Reprints & permissions
2A messy picture
Author(s):Sangeeta Goel, Gita Bajaj
Title – A messy picture. Subject area – Human resource management, business ethics, public policy. Study level/applicability – The case can also be taught in MBA/postgraduate in management programmes in general management or HR classes to give a lesson in organizational conflict and resolution, negotiation skills (strategies, tactics and power Read more
Title – A messy picture. Subject area – Human resource management, business ethics, public policy. Study level/applicability – The case can also be taught in MBA/postgraduate in management programmes in general management or HR classes to give a lesson in organizational conflict and resolution, negotiation skills (strategies, tactics and power in negotiation) towards the middle or end of the course. The course can also be taught in MBA/postgraduate in management programmes in business ethics classes to make students appreciate the various approaches to ethics – end-results, duty, social contract and personalistic ethics. It also helps students learn how to institute ethics into the cultural fabric of the organization. In public policy programmes, it could be taught to illustrate the crucial role and at times unintended outcomes of actions of street level bureaucracies in policy implementation. The course can also be taught in refresher training programmes for executives to give lessons in conflict management, mediation strategies, union negotiations and ethics. Case overview – This teaching case is based on a real incident that took place in a defence production factory of India in the year 2009. It succinctly unfolds a small showdown between two officers that acquires a disproportionate size and explosive dimension and vitiates the environment of the entire organization. The case is a narration of a small row that in no time became a full-blown organizational dispute with layers of issues. Two officers, one very senior and the other influential, got entangled in a conflict, unfortunately in the presence of a large audience; dissatisfied workers and officers fanned the sentiments and encouraged them to unethically leverage legal privileges by gaming in the name of caste and sexual harassment to gain power in the messy dispute. The protagonist Ram Sharma, the General Manager (head) of the factory, is in a precarious situation as the conflict not only puts his managerial skills but also his moral standards and ethics to test. Expected learning outcomes – After discussion and analysis of this case, the students should be able to: appreciate and evaluate the complexities and multiple facets of an organizational conflict including ethical challenges faced in a real life situation, recommend the options and course of action a manager could resort to in a high stake and time bound situation, learn to develop a basic framework for analysing, negotiations and strategize to resolve a conflict as a manager-mediator in such a situation, learn to handle difficult negotiation bound by complexities of unethical and legal disputes, answer to themselves the criticality of ground level bureaucracy's role in implementation of public policies (optional if the faculty decides to discuss the part provided in the teaching note). For international students, this is a case to learn dynamics of “negotiations in Indian context”. Overall development of critical thinking and analytical skills. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
Please login  |  Abstract & purchase  [ HTML & PDF (364kb) ]  |  Reprints & permissions
3Trustee meeting: where did Mukti go wrong?
Author(s):Stuti Saxena
Title – Trustee meeting: where did Mukti go wrong? Subject area – The case study is apt for the undergraduate as well as the postgraduate students in courses spanning from human resource management and leadership to non-government organizations' management and organizational visioning issues. Study level/applicability – Management courses. Case overview Read more
Title – Trustee meeting: where did Mukti go wrong? Subject area – The case study is apt for the undergraduate as well as the postgraduate students in courses spanning from human resource management and leadership to non-government organizations' management and organizational visioning issues. Study level/applicability – Management courses. Case overview – The case veers around an NGO called Mukti, which was established post-Gujarat riots. The NGO seeks to empower the women and the youth by spreading awareness about the basic rights as well as works for the social inclusion of those living at the tangent or far away from the mainstream society. There are serious leadership and manpower management issues in the NGO, which need to be sorted out for the organization to realize its goals and objectives. Mukti is answerable for its performance before the trustees and the funding agency, both of whom are critical about the functioning of the NGO. Therefore, concerns are raised for tackling the issues of employee turnover and leadership structure. Expected learning outcomes – The objectives of the case are fourfold: to appreciate the challenges in the face of running a NGO or a voluntary organization; to understand the manpower issues, especially among the frontline staff; to study the impact of authoritarian leadership in an organization; to underscore the need for clearly defining the organization's vision, mission, goals and objectives as well as the need for planning in the short-term and long-term for achieving the targets set by the organization. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
Please login  |  Abstract & purchase  [ HTML & PDF (71kb) ]  |  Reprints & permissions
4To give or not to give? The ethics of small business philanthropy
Author(s):Jay Pence
Title – To give or not to give? The ethics of small business philanthropy. Subject area – General: professional ethics; corporate social responsibility; charity. Specific: the ethical issues of philanthropy; corporate philanthropy; selection of a philanthropic organization; and how much corporate giving is appropriate. Study level/applicability – MBA. Case overview Read more
Title – To give or not to give? The ethics of small business philanthropy. Subject area – General: professional ethics; corporate social responsibility; charity. Specific: the ethical issues of philanthropy; corporate philanthropy; selection of a philanthropic organization; and how much corporate giving is appropriate. Study level/applicability – MBA. Case overview – C.P. Manuel Pérez-Sánchez, after reading an article about how famous businessmen in the USA are dedicating their fortunes to charity, begins to wonder about his own business' lack of charitable involvement. He wonders whether his own business, Biznet Norteamérica, located in Querétaro, México, is profitable enough to begin to give back something to the community. What he learns about corporate charity in México leaves him more confused than anything. He is left with the difficult decision of trying to determine whether, how much, and to whom should he donate some of his business' profits. Expected learning outcomes – Ultimately, the case has a threefold goal. First, to raise awareness about the issue of corporate charity (as opposed to personal charity). Second, to fill a void in the literature of business ethics in México, especially regarding the question of corporate charity. And third, to allow future Mexican business leaders the opportunity to begin to discuss what and how they should think about the issue of corporate charity, particularly its ethical component. The case is real and reflects the actual struggle of a Querétaro business person with no ethics background to come to some tentative conclusions regarding this new (for him) issue. The case could appeal to many of the students because they, like the protagonist, would one day be a part of a moderately successful Mexican enterprise. This case could allow them be able to “put themselves in the shoes” of the decision-maker as a rehearsal for their own future decisions about business charity. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
Please login  |  Abstract & purchase  [ HTML & PDF (89kb) ]  |  Reprints & permissions

Archive

Page: 1 | 2 | 3 | Next >
Archived content
Content Id: Content Information:
1Rising from the ashes: Satyam's story
Author(s):Tanvi Gautam
Title – Rising from the ashes: Satyam's story. Subject area – Leadership, human resource management, crisis management, change management and communication. Study level/applicability – Executive education; postgraduate; undergraduate. Case overview – This case study describes the collapse of Satyam, a leading IT industry service provider from India. Satyam went into a crisis mode after revelation of financial fraud by its Chairman. This resulted in a crisis not just for the company, its clients and employees – but it also had the potential to shake up the entire Indian IT industry the world over, by shattering investor and client confidence in the Indian IT sector. The case provides the students with an inside view of the unfolding of events at Satyam and the people challenges that emerge in a crisis scenario. The case outlines reactions from the industry, government, clients and employees as they tried to make sense of a very chaotic situation, and its multi-level ramifications both within India and outside. The case ends with Thallapalli Hari, the Global Head of Marketing and Communication and ex-head of HR, trying to visualise and prioritise a course of action to propose to other members of the leadership team. Expected learning outcomes – The key aim of this case is to provide a backdrop to the crisis, and also help students put themselves in the role of an HR crisis manager as well as portray the decision making and communication challenges that emerge in chaotic situations. The importance of an immediate and yet strategic response is emphasised and the case is a great starting point to have a discussion on the competencies and skills required in HR to lead under unusual circumstances. This case allows participants to get an in-depth understanding of the collapse of Satyam. The case also illustrates principles of leadership, change management and communication, in particular:? Leadership: The Satyam story is an HR and leadership crisis nightmare come true. What should an HR leader do when you wake up to find your company with a ruined reputation, minimal financial capital, 53,000 employees on the payroll and more than 500 clients with pending deliverables worldwide. Where do you begin? The case illustrates a situation where immediate action is required to stop the tailspin into which the company was heading.? Change management: The situation demanded that change be managed from a chaotic system to a stable system. The big issue though remains as to how one can get a system into a state of stability when everything is changing at the same time. Most change management plans have some stable variables, however in the case of Satyam there were multiple changes taking place simultaneously. A combination of change in leadership, client relationships, employee trust and confidence, market reactions together make for a perfect storm. Dealing with even one of these changes is a challenge for a company. In the case of Satyam, its entire existence was at stake.? Communication: The demands for communicating effectively in a crisis situation are different than communicating under stable systems. The choice of medium, the speed of response, the content all need careful monitoring. Whereas most companies have teams that separately deal with internal and external communication, Satyam provides a unique situation where managing both effectively at the same time was critical to the future of the firm. The stakes for effective communication are much higher under the circumstances. This case can be used in organizational behaviour, human resources and corporate communications modules being taught to under-graduates, post-graduates and for executive education. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
Please login  |  Abstract & purchase  [ HTML & PDF (81kb) ]  |  Reprints & permissions
2A messy picture
Author(s):Sangeeta Goel, Gita Bajaj
Title – A messy picture. Subject area – Human resource management, business ethics, public policy. Study level/applicability – The case can also be taught in MBA/postgraduate in management programmes in general management or HR classes to give a lesson in organizational conflict and resolution, negotiation skills (strategies, tactics and power in negotiation) towards the middle or end of the course. The course can also be taught in MBA/postgraduate in management programmes in business ethics classes to make students appreciate the various approaches to ethics – end-results, duty, social contract and personalistic ethics. It also helps students learn how to institute ethics into the cultural fabric of the organization. In public policy programmes, it could be taught to illustrate the crucial role and at times unintended outcomes of actions of street level bureaucracies in policy implementation. The course can also be taught in refresher training programmes for executives to give lessons in conflict management, mediation strategies, union negotiations and ethics. Case overview – This teaching case is based on a real incident that took place in a defence production factory of India in the year 2009. It succinctly unfolds a small showdown between two officers that acquires a disproportionate size and explosive dimension and vitiates the environment of the entire organization. The case is a narration of a small row that in no time became a full-blown organizational dispute with layers of issues. Two officers, one very senior and the other influential, got entangled in a conflict, unfortunately in the presence of a large audience; dissatisfied workers and officers fanned the sentiments and encouraged them to unethically leverage legal privileges by gaming in the name of caste and sexual harassment to gain power in the messy dispute. The protagonist Ram Sharma, the General Manager (head) of the factory, is in a precarious situation as the conflict not only puts his managerial skills but also his moral standards and ethics to test. Expected learning outcomes – After discussion and analysis of this case, the students should be able to: appreciate and evaluate the complexities and multiple facets of an organizational conflict including ethical challenges faced in a real life situation, recommend the options and course of action a manager could resort to in a high stake and time bound situation, learn to develop a basic framework for analysing, negotiations and strategize to resolve a conflict as a manager-mediator in such a situation, learn to handle difficult negotiation bound by complexities of unethical and legal disputes, answer to themselves the criticality of ground level bureaucracy's role in implementation of public policies (optional if the faculty decides to discuss the part provided in the teaching note). For international students, this is a case to learn dynamics of “negotiations in Indian context”. Overall development of critical thinking and analytical skills. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
Please login  |  Abstract & purchase  [ HTML & PDF (364kb) ]  |  Reprints & permissions
3Trustee meeting: where did Mukti go wrong?
Author(s):Stuti Saxena
Title – Trustee meeting: where did Mukti go wrong? Subject area – The case study is apt for the undergraduate as well as the postgraduate students in courses spanning from human resource management and leadership to non-government organizations' management and organizational visioning issues. Study level/applicability – Management courses. Case overview – The case veers around an NGO called Mukti, which was established post-Gujarat riots. The NGO seeks to empower the women and the youth by spreading awareness about the basic rights as well as works for the social inclusion of those living at the tangent or far away from the mainstream society. There are serious leadership and manpower management issues in the NGO, which need to be sorted out for the organization to realize its goals and objectives. Mukti is answerable for its performance before the trustees and the funding agency, both of whom are critical about the functioning of the NGO. Therefore, concerns are raised for tackling the issues of employee turnover and leadership structure. Expected learning outcomes – The objectives of the case are fourfold: to appreciate the challenges in the face of running a NGO or a voluntary organization; to understand the manpower issues, especially among the frontline staff; to study the impact of authoritarian leadership in an organization; to underscore the need for clearly defining the organization's vision, mission, goals and objectives as well as the need for planning in the short-term and long-term for achieving the targets set by the organization. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
Please login  |  Abstract & purchase  [ HTML & PDF (71kb) ]  |  Reprints & permissions
4To give or not to give? The ethics of small business philanthropy
Author(s):Jay Pence
Title – To give or not to give? The ethics of small business philanthropy. Subject area – General: professional ethics; corporate social responsibility; charity. Specific: the ethical issues of philanthropy; corporate philanthropy; selection of a philanthropic organization; and how much corporate giving is appropriate. Study level/applicability – MBA. Case overview – C.P. Manuel Pérez-Sánchez, after reading an article about how famous businessmen in the USA are dedicating their fortunes to charity, begins to wonder about his own business' lack of charitable involvement. He wonders whether his own business, Biznet Norteamérica, located in Querétaro, México, is profitable enough to begin to give back something to the community. What he learns about corporate charity in México leaves him more confused than anything. He is left with the difficult decision of trying to determine whether, how much, and to whom should he donate some of his business' profits. Expected learning outcomes – Ultimately, the case has a threefold goal. First, to raise awareness about the issue of corporate charity (as opposed to personal charity). Second, to fill a void in the literature of business ethics in México, especially regarding the question of corporate charity. And third, to allow future Mexican business leaders the opportunity to begin to discuss what and how they should think about the issue of corporate charity, particularly its ethical component. The case is real and reflects the actual struggle of a Querétaro business person with no ethics background to come to some tentative conclusions regarding this new (for him) issue. The case could appeal to many of the students because they, like the protagonist, would one day be a part of a moderately successful Mexican enterprise. This case could allow them be able to “put themselves in the shoes” of the decision-maker as a rehearsal for their own future decisions about business charity. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
Please login  |  Abstract & purchase  [ HTML & PDF (89kb) ]  |  Reprints & permissions
5Global outsourcing – USTC's entry into India: HR issues
Author(s):Harsha Desai, Kiran J. Desai, Susie Cox, Sushma Patel, Christy De Vader
Title – Global outsourcing – USTC's entry into India: HR issues. Subject area – The case primarily deals with the HR issues confronted by a US telecom company entering India for software development. Study level/applicability – The case can be used of MBA and BA level courses in human resource management and international management. Case overview – The focus of the case is on the international HR issues that emerge and how this company goes about solving its challenges of charting an international course. The telecom company establishes an Indian subsidiary, USTC-I, for this purpose and recruits fresh graduates and experienced professionals for USTC-I. The case describes the human resources challenges faced by Todd Johns, an HR Manager with the US company as the company attempts to recruit professional for USTC-I. This case deals with specific HR tools and techniques that can, and perhaps, should be used in identifying, recruiting, hiring and retaining employees. Expected learning outcomes – Students should be able to: evaluate the current situation of the organization and offer possible remedies and solutions for improving future human resource practices in a global context, identify and analyze the effectiveness of how HR tools (recruiting methods, interviews, selection methods, orientation programs, reward systems) are implemented, develop a plan for improvement of HR recruiting and selection in an international context, explain the factors and problems that can undermine an interview's usefulness, and techniques for eliminating these problems in an international context, explain the pros and cons of background investigations, reference checks, and pre-employment information services in an international context. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
Please login  |  Abstract & purchase  [ HTML & PDF (44kb) ]  |  Reprints & permissions
6ABC Development Organization
Author(s):Sushanta Kumar Sarma, Madhavi Mehta
Title – ABC Development Organization. Subject area – Organizational theory/organizational behavior. Study level/applicability – MBA Case overview – ABC Development Organization (ABCDO) is a civil society organization working in Dungarpur district of Rajasthan. ABCDO is working towards empowering tribal women of rural Rajasthan through making credit accessible to them and by offering them various livelihood choices. The organization employs local people, most of whom have not received college education. Illiterate, marginalized, and poor are the adjectives that describe the clients of ABCDO – the women from rural and tribal Rajasthan. ABCDO played the role of an intermediary between these hopeless women and formal financial system. ABCDO works with low degree of formalization and with a relatively low amount of documentation, despite being in the business of delivering financial services. However, such low formalization has never caused any problem in coordination of various activities within the organization and ABCDO has been growing in operation for the last couple of years. The case is about the role played by organizational culture in an organization with low degree of formalization. This case examines the emergence and functions of culture in civil society organizations which are often characterized by routineness of technology, yet the absence of rules, procedures and written documentations. Expected learning outcomes – At the end of the course, students should be able to understand the following: the emergence of culture in a Civil Society Organization, the role played by culture in an organization with low degree of formalization, the framework depicting relationship of environment and strategy to organizational culture in the context of organizations engaged in microfinance with a social agenda. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or e-mail support@emeraldinsight.com to request teaching notes. Close
Please login  |  Abstract & purchase  [ HTML & PDF (65kb) ]  |  Reprints & permissions
7Human resource management in the changing business environment of the Indian construction industry: a case study
Author(s):Shashank Shah, Ajith Sankar R.N.
Title – Human resource management in the changing business environment of the Indian construction industry: a case study. Subject area – Human resource management. Study level/applicability – The case can be used on courses related to human resources management (HRM), which are offered in management programmes like MBA/PGDBM. The case could also be used in management development programmes, seminars and workshops that have HRM as a component of the programme. The case can be used effectively for classroom discussions as well as in distance learning programmes. Case overview – The case looks into the HRM practices at a leading Indian construction company – ABC Constructions. The case tries to explain the management perspectives behind the people practice initiatives undertaken by the company in order to recruit/retain and nurture talent. The case also explains the basic principles underlying its human resource policies. It tries to explain the initiatives taken by ABC Constructions to meet the challenges posed by the changing business environment, as the company moves beyond the borders of the country of its initial operations. The case provides an overview of unique challenges faced by a company in the Indian construction industry, where a significant number of people executing its projects are not its permanent employees. Expected learning outcomes – The students would get a fairly good understanding of existing good practices in the field of human resource management, especially in the context of a multifaceted and labour intensive construction industry in the Indian corporate scenario. Anecdotes of actual experiences with respect to people management would facilitate greater understanding of the complexities involved at the grass root level of functioning and implementation. Theoretical inputs relating to training could be better understood through the customised programmes provided by the company for its diverse workforce. The HR challenges faced by the top management as a company grows and expands to new markets can better be understood. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
Please login  |  Abstract & purchase  [ HTML & PDF (108kb) ]  |  Reprints & permissions
8Where the process fails?…?. There, the business learns customer value
Author(s):Dileep Kumar M., Normala S. Govindarajo
Title – Where the process fails?…?. There, the business learns customer value. Subject area – Human resource management. Study level/applicability – Postgraduate and graduate management programs. Case overview – Watson and Lilly (W&L) Berhad is the subsidiary of Wanger Group of Company, established in 1822 by Wanger Watson Group, and engages with transportation and logistics, communication and media, and electricity storage activities. The company provides freight forwarding by air, sea, and land, warehousing and distribution, industrial logistics, and stevedoring and port services. The case is all about the issues related to operations and human resource management in W&L Berhad, company in Malaysia. The company management observed that there has been an increasing trend on the number of mis-shipment. The investigation report was too worrisome to the Managing Director. The mis-shipment recorded in September 2011 was 5.91 per cent and by the end of first quarter in November 2012, the mis-shipment increased to 6.71 per cent. On the second quarter starting from December 2012, the mis-shipment continues to increase to 6.99 per cent and by February 2013, the mis-shipment was at 7.56 per cent. An independent consultancy was assigned to analyze the root causes of the issues. The agency found that the business having high operating cost due to operational inefficiency, documentation issues and human resource issues. The case study proposed several solutions to enhance the manpower efficiency, operational effectiveness, and achieving customer's satisfaction. Expected learning outcomes – Learning the nature of business: to explain the nature of freight and forward business and the base of W&L Berhad, Malaysia. Nature of business operation issues: the case can be used to examine the issues of business operations due to mis-shipment in freight and forward companies. Nature of manpower issues: the case can be used to examine the issues of manpower in correlation with a mis-shipment of freight and forward companies. Integrating business and operational issues with customer delight and business loss. Strategic intervention: instructor can explore varied strategic interventions that curb the operational and manpower issues that may lead to business growth and development in freight and forward companies, achieving customer's satisfaction. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
Please login  |  Abstract & purchase  [ HTML & PDF (185kb) ]  |  Reprints & permissions
9Between local and global approach: need for diffused model of HRM – case of Shifa International Hospital
Author(s):Noreen Saher, Arshia Mukhtar
Title – Between local and global approach: need for diffused model of HRM – case of Shifa International Hospital (SIH). Subject area – HRM, training, strategic HRM. Study level/applicability – The case is designed for undergraduate and graduate level business students (BBA and MBA) in human resource management, organizational behavior, strategic HRM, corporate leadership and general management. The case provides an overview of the importance of diffused HRM practices in developing countries on the basis of standardized rules and cultural values defining these rules. The case presents the situation of HR management practices in SIH, Islamabad on the basis of different styles followed by HR managers to develop an egalitarian model aspired on the basis of local values but at the same time is on the line of international standards. Case overview – In Shifa, It was observed that locally trained HR managers could better synchronize employees' aspirations with standards of diffused model as compared to foreign trained managers. It was found that the former group of professionals appreciated local values; therefore they considered these values while following standardized rules and regulation; whereas the latter group took it as a bunch of obsolete concepts which had nothing to do with employee management practices in urban/modern organization. Therefore, positive perception of locally trained managers' about the indigenous' wisdom and its consideration in employee management decisions enabled them to play a proactive role in developing cultural fit HR practices, besides winning the support of both, management and the workers. This also allowed them to “maintain balance” between local aspiration and international standards of operations. Although SIH is unique in terms of its mission, services, organization, and its use of technology, it is believed that this unique case may provide useful insights for organizations in similar situations. Many of the difficulties faced by SIH either support or help to understand situations prevailing of other organizations working in the context of Pakistan. For instance, any public or private organization or multi-national corporation following Western (diffused) HR model to regulate workforce in the local setting can get benefit from this research. Expected learning outcomes – The teaching objectives of the cases are apprehend the importance of diffused HRM practices in developing countries context. importance of indigenous wisdom of flexibility and culturally fit HR practices as a proactive approach towards HR issues handling the case of Mr Shahbaz and Ms Aysha Ahmad. Importance of social networking and controlled personalized models for employee regulation, e.g. case of Mr Abid Elahi. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
Please login  |  Abstract & purchase  [ HTML & PDF (42kb) ]  |  Reprints & permissions
10Transcribe and Tally: jugaad in action
Author(s):Ashish Malik
Title – Transcribe and Tally: jugaad in action. Subject area – Human resource development/management and change management, leadership, entrepreneurial development and indigenous innovation. Study level/applicability – The case is suitable for final year undergraduate human resource development/management, change management, indigenous innovation, or specialist HRM Master's program (strategic HRM/HRD) students. Case overview – The case study highlights the challenges of managing change and growth in India's dynamic business process outsourcing sector. The choice of a small organisation brings to the fore the impact of the strategic decisions owners of capital place on managers as they address issues of sustained growth to support short-term expectations of shareholders. The case highlights India's indigenous approach to frugal innovation or jugaad (finding a creative and improvised work around); how a group of managers consistently reinvented the business model and human resource management practices to stay afloat and meet shareholder expectations. Expected learning outcomes – Depending on the teaching programme and the emphasis of this case in the class, one or more of the following learning outcomes (LO) can be achieved from this case study. These LO have been developed using Bloom's taxonomy and they progressively move from simple to complex LO. Following the case analysis, students should be able to: discuss the key challenges faced by Transcribe and Tally (T&T); identify and analyse the various influences of internal and external factors on training provision; understand the importance of an external network of service provision and identify the key training and organisational capabilities; analyse the dynamic interactions between the various factors and training provision; analyse the relationship between T&T's competitive strategy and its strategic choices (make versus buy) towards investing in training; evaluate the role of training in developing organisational capabilities; and strategize a way forward for Roy Thakur. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
Please login  |  Abstract & purchase  [ HTML & PDF (176kb) ]  |  Reprints & permissions