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Human Resource Management & Social Entrepreneurship.

The target audiences for the case study are undergraduate and postgraduate (e.g. BSc, MSc as well as MBA) students and also management trainees and executives who are interested in understanding the social capital enhancing practices, policies and strategies adopted by the world’s largest commercial employer to ensure complete satisfaction and contentment of 1.7 million employees and their family. Even senior management teams could be targeted in executive education programs, as this case discusses time tested practices, policies and strategies which have been sparsely discussed so far and hence can be expected to provide insights to senior corporate managers. The case also demonstrates the application of different frameworks on social capital and corporate social responsibility which can be used by the participants in their firms to assess the social capital.

Indian Railways (IR) remains the world’s largest commercial employer, with approximately 1.7 million employees, which conveys the huge magnitude of social capital inventory accrued. This social capital, especially people side of IR, played a very crucial role in running the organization successfully for more than a century. As an organization, IR has guaranteed heavy importance for its employees while making decisions on strategic level. But recently, IR was moving towards automation and was cutting on cost incurred for its employees. IR was already exhibiting decreasing trend in the number of employees employed in the organization. These initiatives were resisted by IR employees due to fear of job losses and insecurity. In 2013, Chief Personnel Officer’s (CPO) of different zones have to rethink about their HR practices to assure confidence for employees on the security of their jobs and sustain the social capital accrued by IR over years. The objective of this case study is to describe the social capital accrued by IR over the years by offering livelihoods for nearly 1.7 million families across the country. Teaching note applies the frameworks on social capital in literature in the context of IR. Teaching note also discusses how CPOs of IR can pursue the change initiatives among the employees without affecting the social capital accrued so far.

Case study’s primary objective is to apply frameworks available in literature on social capital and corporate social responsibility to understand the social capital accrued by IR over decades. The case study attempts to answer the following assignment questions which forms the learning objectives of this case study: How do the existing frameworks on social capital measurement explain the social capital accrued by IR over decades? How can a firm assess its accrued social capital? How can one demonstrate the same using the case of IR? How can IR pursue change initiatives when it comes to its employees without affecting the social capital accrued over time?

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:10 Public sector management.

Human Resource Management and Public Sector Management.

The target audiences for the case study are BSc, MSc and MBA students and management trainees and executives who are interested in learning the human resource (HR) practices, policies and strategies adopted by the world’s largest commercial employer to ensure complete satisfaction and contentment of their employees and their employee’s family which, in turn, motivates them to contribute more efficiently and effectively for the organisation. Even senior management teams could be targeted in executive education programmes as this case discusses time-tested HR practices, policies and strategies which have been sparsely discussed so far and hence can be expected to provide insights to senior corporate managers.

India has and is undergoing sweeping economic changes lately. There are several organisations that have supported this positive change. Of these, one such organisation, which shouldered the infrastructural burden of the transportation sector in India’s growth story, was the 160-year-old Indian Railways (IR), the world’s largest commercial employer. IR’s profit over the past few years was a far cry from its loss-making days, which tempted the government of India to consider privatisation in 2001. The transformational turnaround would not have been possible but for IR’s employees. After celebrating IR’s 160th anniversary in 2013, the case organisation wished to revisit its HR practices to understand its recent economic transformations and to strategise how they can improve and sustain maximum efficiency in future. The objective of this case study is to understand the “people side” of IR by explaining its current HR practices and to investigate and identify changes over the years so that changes then can be implemented in the context of HR practices for the future. Hence, the case attempts to explain the role of HR management in IR’s turnaround strategies. Resistance exhibited by IR staff towards its recent initiative of enterprise resource planning (ERP) implementation across India due to fear of job losses and insecurity is also discussed in the case. Teaching note for this case study explains existing people management frameworks published in the research literature to class participants by applying it to the case company. In addition, the teaching note also discusses how chief personnel officers (CPOs) of IR can pursue the change initiatives among the employees with least resistance. Changes/initiatives that can be imbibed by the CPOs in the existing HR practices to overcome the resistance exerted by the employees and to improve the existing system are also discussed.

This case study’s primary objective is to provide a comprehensive understanding of the HR practices being followed in IR, the world’s largest commercial employer. The case also attempts to assess the ERP system initiative by IR and analyse how it can be imbibed into the existing IR’s HR system. In short, the case study attempts to answer the following assignment questions which form the learning objectives of this case study: What are the HR practices that are being followed in the world’s largest commercial employer? How are the HR practices followed helpful in the retention of employees? How can IR pursue the change initiatives, especially ERP implementation, among the employees without any resistance? What are the changes/initiatives that can be imbibed in the HR practices to improve the existing system?

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 6: Human Resource Management.

The learning outcomes of this paper is as follows: to review the basic differences between the two evolving bonds, i.e. green vs masala bonds in the Indian capital market; to comprehend the factors that need to be considered in deciding the type of bond to be issued; to assess complexities, such as process, timing, risk and location in relation to the issue of the green bonds; and to understanding the rudiments of bond economics, such as pricing, all-in-cost and yield-to-maturity of bonds and make a comparison of all-in-cost of the Reg-S bond and green bond to Indian Railway Finance Corporation (IRFC).

In September 2017, IRFC, a public sector undertaking registered as a Non-Banking Finance Company with Reserve Bank of India under the administrative control of the Ministry of Railways, was planning to raise US$500m 10-year green bonds from investors in Asia, Europe and the Middle East. The green bond proceeds were proposed to be used for low carbon transport and in this way, contribute significantly to the green initiatives of the Indian Railways. Many companies in India had issued regular bonds without labeling them as green but had used the proceeds of the bond for climate-aligned assets. Therefore, a bigger challenge before the IRFC management was the economics of green bond for getting a nod from the Board of Governors to go ahead. Some preliminary estimates on cost of green bonds were received from few bankers but to see that the terms of green bonds are met eventually, the Director (Finance) developed his own estimate of the cost of the new bonds. The Managing Director and Director (Finance) of IRFC were trying to figure out the economic advantage of green bonds besides its social benefits.

MBA Programme Executive Training.

Teaching notes are available for educators only.

CSS 1: Accounting and Finance.

The case has been developed as an illustrative case study using primary data. The data and images used for developing the case have been collected from the Alipurduar Division of Indian Railways with suitable permissions. The specific newspaper studies used in developing the case content have been referenced as footnotes on the relevant pages of the case study document.

Train operations in Alipurduar Division of Northeast Frontier Railway zone of Indian Railways are difficult. The division provides the vital rail link between the northeast states and the rest of India. Railway lines in the Alipurduar Division pass through several forests with a significant elephant population. As an outcome of train–elephant conflicts, train operations on one of the railway lines operate under severe speed restrictions. Moreover, the region is known for heavy rainfall and thunderstorms for almost six months every year. For the Divisional Railway Manager (DRM), the protagonist of the case, this implied repeated congestion, traffic disruptions, inadvertent delays and lack of time for critical maintenance of the tracks. A solution was planned several years ago for creating an alternative path to de-congest the traffic; however, it ran into a roadblock due to land acquisition issues.With all these limitations, could a solution be found and implemented? How could it be executed?The case illustrates how a simple yet innovative solution was proposed by the DRM in 2015 and implemented in 2016.With this case, students will be able to understand the innovation process that is embedded within long-term infrastructure projects. The case will help students understand how innovation can take place even in the later stages of project implementation, and how simple and creative solutions can have a long-term impact.

The case can be used in graduate and executive education courses in General Management and in Public Policy Management. It can also be used in Doctoral-Level Programmes such as those taught to scholars pursuing Fellow Programme in Management. Since the case brings out elements of problem framing and critical thinking, the case can be used for courses in strategic management. Many professionals, particularly those working in large organizations dealing with large infrastructure projects, will identify with the DRM and the challenges faced by him.

Indian Railways (IR) has been slow in innovation. The competition from other modes of transport has posed new challenges to IR. Railways worldwide have taken help from startups to develop innovative solutions to improve railway operations. Such collaborations have helped in leveraging the technical expertise of startups in domains which are non-conventional for railways to develop in-house. These collaborations have been made possible by funding startups through various investment channels.

After working through the case and assignment questions, students will be able to understand the following aspects:▪ how good strategic planning can convert a crisis into an opportunity;▪ importance of service excellence and customer satisfaction through customer delight and customer feedback; and▪ utilisation of resources and excellent time management strategies.

This case discusses how vital teamwork and motivated leadership can convert a crisis such as Covid-19 into an opportunity. This case study talks about Uttar Pradesh Metro Rail Corporation (UPMRC), a metro rail corporation working to develop metro trains in the Indian state of Uttar Pradesh. The case discusses how challenging it was for the metro rail corporation to transform its processes in a short period and deal with the crisis on major fronts such as facilities maintenance, human resource management, ensuring safety and security of its staff and riders, motivation of staff, service quality and maintaining all operational aspects. The case discusses how UPMRC is a leader on all fronts and has excelled in its operational work. It talks about what challenges the lockdown and unlocking phase posed in front of the leadership and how teamwork, dedication to exemplary service quality and customer satisfaction gave the team the strength to make changes that improved their processes and helped them overcome the crisis.The case starts with a discussion of metro rail inception and incorporation of UPMRC and then how this newly formed metro has to face the challenges of pre-lockdown period where the team worked very hard for sanitisation and safety. The lockdown created a completely different set of challenges related to the facilities and the entire metro train systems, which was a difficult situation to deal because of restrictions and other challenges. However, the team dealt with situations with strength and strategic planning, leading to better managed processes and staff. The unlocking phase also gave many challenges that the team handled with a lot of care and efficiency.

This case is suitable for post-graduate-level courses on services marketing, service operations management, general management, crisis management and strategic management. Participants can use the case to develop an understanding of strategic planning and management.This case can also be used in the executive education program for managers to encourage them to think through challenges faced by metro rail corporations.

Teaching notes are available for educators only.

CSS 10: Public Sector Management.

In October 2005, the representatives of the Planning Commission, Ministry of Railways, Ministry of Commerce and Industry, and Ministry of Shipping met to discuss the RITES recommendations to work towards framing a policy document for running container trains by private and public sector operators on the IR network. Starting with this meeting until January 2006, various aspects of the RITES report were debated by the Planning Commission and Ministry of Railways to evolve a policy statement. There were concerns raised by the Planning Commission on the proposals by RITES which had implications such as entry barriers and denial of a level playing field with the incumbent, CONCOR. Other specific issues including entry criteria, entry fees and revenue share, and maintenance were questioned. In January 2006, a policy statement titled ‘Policy to permit various operators to move container trains on Indian Railways’ was released by the Ministry of Railways which stated the terms and conditions for running container trains by private and public sector operators on IR network. Subsequent to this, 14 parties signed up with the IR for container train operations. The empowered subcommittee of the Committee on Infrastructure was to meet in February 2006 to discuss the process for finalizing a Model Concession Agreement between Indian Railways and the container train operators. This case provides a background for this meeting.

The case traces the genesis of NASSCOM and presents a decision situation faced by the new president who has to formulate a road map in the light of changed circumstances. NASSCOM has been an exemplary trade association. However, it faces challenges that can jeopardize the future if the industry. While the challenges do not have short term effect on the growing Indian IT-BPO industry, as the active industry ally NASSCOM's new leader has to ensure long term success of IT-BPO industry. The case can be best used to understand the IT industry dynamics through the eyes of an exemplary trade body and also understand how a trade association in emerging economies can play an important role to fill institutional voids.

The case has the following learning objectives: to assess the importance of the business environment, its impact on the organization and how the organization responds to the changes in the business environment; to apply the resource-based view of the organization and resource dependence theory; and to apply and analyze the organization’s strategic initiatives within the framework of the political, economic, social and technological analysis model, Porter’s five forces of business analysis and to make recommendations based on the above analysis.

The paradigm shift in technology has an impact on business. With 155,015 Post Offices, India Post has the most widely distributed postal network in the world. This case captures the journey of India Post from inception to its current form. Over its life, the organization has evolved because of multiple changes. But the recent changes have threatened to disrupt the organization. These changes have been induced by three major forces: technology, the rise of competition, especially foreign players, and social changes in urban and rural India because of changing consumption patterns as incomes rise and online retail grows. The organization has reacted to this threat by leveraging its resources to offer new products according to customer tastes by entering more unique industries and product categories. They have started logistics services in association with Indian railways and started offering retail services such as bill collection and college application forms. Also, they have created a financial division, “Payment Bank.” Thus, they have evolved from being a single entity of postal-related services to various services. The case poses a dilemma if these product diversifications are thriving as the organization’s product portfolio has diversified, given its existing capabilities and ability to create newer capabilities, particularly the payment bank.

The case is ideally suited for the discussion of resource-based view of the firm in the subject strategic management and organizational theory. The case can be used to discuss resource dependence theory as well. It is equally well suited to discuss the impact of environment in business in the subject organization theory and the impact of technology on change in the subject organizational change. The case is meant for MBA. The case can be used for executive audience as well.

Teaching notes are available for educators only.

CSS 11: Strategy.

Operations and human resourcing.

This case study is intended for use in graduate, executive level management and doctoral programs. The case study illustrates a combined IT and HR driven participative management control system in a flexible organization structure. It is intended for a class discussion rather than to illustrate either effective or ineffective handling of an administrative situation.

The case describes the situation of managing unskilled workforces (≥14,000 workers) during the construction phase of the 4 × 250MW power plants both for purposes of turnout as well as due compensation, in the event of an accident. The approved labour forces appointed for 45 × 8 h. Man-days after a rigorous fitness test and approvals of the safety officer are allocated housing and other necessary amenities and a commensurate compensation system.

These include: illustrating typical organizational responsibility structure at a construction site of a large power plant; illustrating the planning and administrative control mechanism in implementing strategy at a construction site of a large power plant; offering students the opportunity to understand and view a typical operational (project) structure; allowing students to speculate adaptations in the wake of an ever-changing business and company environment; and providing an opportunity to introduce a power scenario in India, Indian labour laws and radio frequency identification technology and to relate this to the case in context.

Teaching notes are available; please consult your librarian for access.