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This case will enable students to develop an understanding of starting a single proprietorship business focusing on the real estate; understand the possible challenges that an entrepreneur faces in the beginning; apply ethical decision-making frame works when faced in ethically conflicting situation; andlook at the career anchoring theory.

The case study takes a look at the ways and means of starting a small business depending on the owner managers experience, capabilities and skills including networking which are germane to success. It also highlights the ethical issues that small business proprietors have to face in order to make money and grow. The setting of the case is a town in Sindh province of Pakistan, which setting generally represent the arena where such business (Single Proprietorship) develop and get involved in the economic development of a backward area. Finally, the case study highlights the significant but realistic expose of career anchor theory, which stipulates that people normally start with a job but switch jobs over their working life.

Graduate and undergraduate.

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CSS 3: Entrepreneurship.

After practicing the case students will be able to; understand the importance of recruiting the right person in retaining employees. Understand the underlying causes of employees’ turnover. Formulate retention strategies.

The case presents the situation of high turnover in Case Research Center (CRC), Sukkur IBA University. The protagonist, Dr. Waheed Ali Umrani, Head CRC was concerned about the retention of Research Associates in the CRC. The case also highlights the reasons for the turnover of early-career female research associates in an academic setup of Sukkur IBA University. This case will involve students to critically think and come up with retention strategies and measures that recruiters, in this case, should consider before and after the selection of Research Associates.

Graduate.

Teaching notes are available for educators only.

CSS 6: Human Resource Management.

Learning outcomes are as follows: Understand performance appraisal process and tools; apply theory X and Theory Y in managing resistance to performance evaluation; identify the causes and symptoms of resistance; identify and apply managing resistance approaches.

After attaining the height of success in terms of imparting quality education and contributing to the creation of many learned persons of the society, Public school Sukkur was facing the downward trending success for many reasons. After the takeover of management control by Sukkur IBA University, the school was upward trending for quality education, state of the art infrastructure, advanced educational lab, modern teaching methodologies. With such a change, resistance was a must. Both Active and Passive resistance from the stakeholders was impeding the success of newly named IBA-Public School Sukkur. Particularly, the resistance against the implementation of the Performance Appraisal tool and its administration. With the resistance from employees, Chang, Principal IBA Public School Sukkur had to come up a solution for the smooth administration and implementation of Performance Appraisal and manage the resistance from the employees and ensure the continuous improvement through performance appraisal.

Case study is applicable for the MBA students.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 7: Management Science.

By applying displaced aggression and conservation of resource theory, this paper aims to investigate the effect of supervisors’ workplace stress over subordinates' unethical behavior through displaced aggression as an underlying mechanism. Moreover, it tests the moderating effect of despotic leadership between supervisors’ workplace stress and displaced aggression.

The data consists of three hierarchy levels: despotic leadership (top manager), supervisor’s (immediate supervisor/middle manager) workplace stress and displaced aggression and subordinates’ unethical behavior. The data was collected from 80 managers about their workplace stress and displaced aggression besides perceived unethical behavior of their 240 subordinates.

The data analysis of 80 bank managers of Pakistan about their perception of top managers’ despotic behavior and unethical behavior of their 240 subordinates shows the support for all hypothesized relationships. Supervisors’ workplace stress positively affected their displaced aggression over their subordinates, which motivated subordinates to engage in unethical behavior. Moreover, the findings supported the moderating effect of despotic leadership in the relationship between supervisors’ workplace stress and displaced aggression.

This study contributes to the limited studies on the trickledown displaced aggression phenomenon in the service (banking) sector. Moreover, the manager’s despotic leadership role as a higher-level negative supervisory behavior in increasing the supervisors’ displaced aggression shows the critical aspect in such a stressful workplace situation.