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The recruitment and selection process, human resource planning, talent management and succession planning.
Abstract
Subject area
The recruitment and selection process, human resource planning, talent management and succession planning.
Study level/applicability
The case has been tried and tested in the classroom setting with management students pursuing a Post Graduate Diploma in Business Management (PGDBM).
Case overview
The case is set in the southern part of India in a manufacturing organization, Plomsom Ltd (a disguised organisation). Plomsom Ltd manufactures tractors and has a pan-India presence. The sale of tractors in India fluctuates over time. Sales are largely dependent on the seasonal harvests which in turn are heavily dependent on the monsoon rains. The case is designed for understanding the importance and necessity of finding the right man at the right time with the right skills in a manufacturing set up where production output is a factor of many interdependent variables.
Expected learning outcomes
The learning objectives of the case are: critical analysis of recruitment and selection; importance of job analysis in recruitment and selection; understanding the role of HR planning in running the operations; understanding problems in the manufacturing sector in an Indian context.
Supplementary materials
Teaching notes are available. Consult your librarian for access.
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Anshuman Rath and Sumita Mishra
After studying the case, the students will be able to: 1. understand the business and existing HR practices at Precision Engineering; 2. evaluate the factors affecting business…
Abstract
Learning outcomes
After studying the case, the students will be able to: 1. understand the business and existing HR practices at Precision Engineering; 2. evaluate the factors affecting business that may require the company to formalise its HR practices; 3. create recruitment and selection-related solutions for HR 2.0 using appropriate models and theory to aid the company meet its business goals; 4. create training needs identification and evaluation practices for HR 2.0 using appropriate models and theory to aid the company meet its business goals; and 5. create performance planning and review-related solutions for HR 2.0 using appropriate models and theory to aid the company meet its business goals. The case helps students objectively assess HR practices related to three core verticals – recruitment and selection; training; and performance management systems. It also enables them to reassess these practices with the help of specific metrics and models.
Case overview/synopsis
Precision Engineering was a manufacturer of machined metal components in the Indian automotive components industry. It had been a family-run business since its inception in 1995. Precision was awarded the prestigious Automotive Component Manufacturers of India award in 2020 for excellence in HR. Ms Sakshi Kapoor, General Manager of Innovation, was ecstatic at the receipt of this award. She, however, was thoughtful about the informal human resource (HR) practices at the company. The top management had announced an aggressive growth plan and advised Ms Kapoor to leverage HR practices to facilitate these plans. Recruitment and selection, employee training and performance management systems needed to be formalised on a priority basis to strategically aid the future business agenda at Precision. Ms Kapoor faced the challenge of preparing the roadmap of HR 2.0 while preserving the employee-centric beliefs at Precision. The case initiates a discussion to achieve this goal by adopting suitable HR metrics and models.
Complexity academic level
It should be taught in the core course on Human Resource Management for first-year Masters in Business Administration (MBA) students. Alternatively, it could be used in elective courses such as Strategic Human Resource Management, Training and Development and Performance Management Systems for second-year MBA students.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 6: Human Resource Management.
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Herbert Sherman and Daniel James Rowley
Derived from field and telephone interviews, e-mail communications, and secondary sources, this two part case describes how Gerald Mahoney, a shoes salesman in a Foley's…
Abstract
Derived from field and telephone interviews, e-mail communications, and secondary sources, this two part case describes how Gerald Mahoney, a shoes salesman in a Foley's Department store, is faced with a problem - Macy's has bought out the Foley's chain and, in doing so, has upscale the product line of shoes and altered his commission-based compensation system. These changes have resulted in less sales for Mr. Mahoney and therein lower commission - a difficult situation since he, his wife, and his daughter were barely getting by on his currently salary. Part A of the case describes an opportunity that presents itself to Mr. Mahoney; to leave his current job with a guaranteed low salary with possible additional income from commissions for a job selling residential homes which becomes purely commission-based to start with after three months of a salary plus commission pay that includes job training. In Part B Mr. Mahoney has decided to take the sales job with ABC Home Builders and receives his assignment. He finds that the working conditions of the sales office are not conducive to selling. His office is located in the rear of a trailer that is extremely run down and is paired with a competitive, noncommunicative saleswoman. The case ends with Mr. Mahoney feeling hopeless and alienated.
This two part case has been written primarily for an undergraduate junior level course in career planning or sales management and deals with the issues of recruitment, placement, training, and compensation. The case may also be employed in a course dealing with human resource management (from an individual's perspective), salesmanship, and organizational behavior.
Sonia Najam, Rukhman Solangi, Waheed Ali Umrani and Sheraz Mustafa Rajput
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’…
Abstract
Learning outcomes
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.
Case overview/synopsis
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.
Complexity academic level
Graduate.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 6: Human Resource Management.
Details
Keywords
Malik Ashish and Fitzgerald Martin
Human resource development/management and change management.
Abstract
Subject area
Human resource development/management and change management.
Study level/applicability
The case is suitable for final year undergraduate human resource development/management or specialist HRM Master's programs (strategic HRM/HRD).
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 large and complex organisation brings to the fore the complexity of decision making and how various factors shape the development of critical organisational capabilities and training provision.
Expected learning outcomes
Depending on the level of the class and the emphasis, one or more of the following learning outcomes can be achieved from this case study. Following thecase analysis, students should be able to: discuss the key challenges faced by BPOLAND; identify and analyse the various influences of internal and external factors on training provision; understand the importance of forging partnerships with key functional groups for shaping training and organisational capabilities; analyse the dynamic interactions between the various factors and training provision; analyse the relationship between BPOLAND's competitive strategy and its training choices (make versus buy); evaluate the role of training in developing organisational capabilities; and strategise a way forward for the person responsible for learning and development.
Supplementary materials
Teaching notes are available; please contact your librarian for access.
Details
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Pauline Ang, A.K Siti-Nabiha and Lian-Kee Phua
Accounting and Finance (Performance Management and Management Control System).
Abstract
Subject area
Accounting and Finance (Performance Management and Management Control System).
Study level/applicability
Postgraduate Students in Business and Management.
Case overview
This is a case of SmartBay System Integrator (SSI), an IT infrastructure system integrator based in Malaysia, a company that was facing declining profit margins. SSI was reputed to be a well-established locally owned system integrators in the northern region of the country, and the services it provided included building IT systems with high-end servers, networking solutions and software applications. Apart from the urgent need to improve sales, SSI intended to reduce the number of one-off customers and resolve the issue of increasing customer complaints. The complaints given to the company by customers revolved around the sluggish response to customers' requests, including delays in quotations and proposals, constant rescheduling of meeting with customers as well as unfavorable perceptions regarding the competency of SSI engineers. This case requires the analysis of the structure and control systems adopted by SSI to determine whether they are appropriate for the nature of the business and have suitable systems in place to resolve the issue of customer complaints.
Expected learning outcomes
This case can be used to teach the use of control systems in managing human resource issues in the context of highly specialised technical professionals in small service firms. In addition, the case also illustrates the need to match an appropriate control system to a specific type of organisational structure. In addition, the case can be relied upon to teach the differences between the various types of organisational structures and the different forms of control systems.
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.
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Gina Vega, Barry Armandi and Thomas Leach
This is the third in a series of articles about case research, writing, teaching, and reviewing. In this article, the protagonist, Prof. Moore, receives mixed reviews on his case…
Abstract
This is the third in a series of articles about case research, writing, teaching, and reviewing. In this article, the protagonist, Prof. Moore, receives mixed reviews on his case submission and learns how to respond to them in a positive way. The article is written as if it were a case; it is fictitious.
Alan Fun-Foo Chan, Keng-Kok Tee, Thanuja Rathakrishnan, Jo Ann Ho and Siew-Imm Ng
After attempting the case, users are able to: analyse issues and problems faced by a call centre in Malaysia. Determine the root causes of the problems faced by call centre…
Abstract
Learning outcomes
After attempting the case, users are able to: analyse issues and problems faced by a call centre in Malaysia. Determine the root causes of the problems faced by call centre employees and generate alternative solutions to solve the problems faced by the company and to ensure the sustainability of the business.
Case overview/synopsis
This case was about the challenges faced by Daniel, the General Manager of an integrated security protection system company, Secure First (SF). Despite investing in the latest security technologies, conducting a major overhaul of the procedures, introducing an enhanced digital system at the call centre and providing training to the call agents, it was on the verge of losing its important long-term client due to its substandard performance. The client experienced major losses due to break-ins. After a thorough investigation, the problem surfaced in their call centre. Most of the staff were not familiar with the newly adopted system. The circumstances worsened when many of the call centre’s senior employees were tendering their resignations. The case discusses the aspect of employee satisfaction, staff performance that led to the turnover issue amongst employees in a call centre. The case explores what short-term and long-term strategies could Daniel suggest to change the call centre’s course to retain SF’s key account in times of desperation.
Complexity academic level
This case has a moderate level of difficulty and may be used in undergraduate students.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 6: Human resource management.
Details
Keywords
Waheed Ali Umrani, Rukhman Solangi, Mumtaz Ali Memon, Asmaa Hadeesa and Soonhan Khoso
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…
Abstract
Learning outcomes
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.
Case overview/synopsis
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.
Complexity academic level
Case study is applicable for the MBA students.
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.
Subject code
CSS 7: Management Science.
Details
Keywords
Joe Anderson and Susan K. Williams
The Ivey Business School recently decided to outsource its printing to ProPrintR. Barbara Pokropek, Ivey Executive Development (IED), was faced with managing IED's outsourced…
Abstract
Synopsis
The Ivey Business School recently decided to outsource its printing to ProPrintR. Barbara Pokropek, Ivey Executive Development (IED), was faced with managing IED's outsourced printing jobs. There had been an increasing number of quality issues with the binder that ProPrintR prepared for IED's executive classes. While binder material errors may not sound like a big deal, for IED these materials are part of their branding and can lead to executive student dissatisfaction. This case describes the evolution of the current situation and challenges students to consider how to manage the situation.
Research methodology
The situation described in this critical incident is real, only the name of the print provider has been changed. Barbara Pokropek was interviewed and she provided the data and examples described. Ms Pokropek reviewed and provided input to revise the manuscript.
Relevant courses and levels
This case is intended for undergraduate core operations management classes. It can be used to discuss supplier relations and supply management. As such there are multiple dimensions to the case: importance of clearly delineating the work needed, defining performance expectations and metrics for a supplier, selecting quality tools to help measure performance, and centralized vs decentralized supply management.
Details