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Case study
Publication date: 24 September 2018

Lata Bajpai Singh and Anita Singh

Human resource management, Employee relations, Strategic human resource management.

Abstract

Subject area

Human resource management, Employee relations, Strategic human resource management.

Study level/applicability

The given case study is to be used by graduate and post-graduate students of Management in the courses of Human Resource Management & Employee Relations. The case may also be used for the discussions on the concepts such as discipline, disciplinary enquiry, grievance settlement procedure, workplace counseling and strategic human resource management.

Case overview

The given case study is hypothetical in nature and meant for academic purpose and classroom teaching. In the given case study, the authors present a grievance settlement mechanism of a banking sector organization. The case study is about a grievance and its settlement of a sales executive in the branch office through the involvement of other senior officials at the workplace. The case study is useful to understand the significance of disciplinary issues, grievance settlement and domestic enquiry and counseling at the workplace.

Expected learning outcomes

The learning objective of the case is to make students understand the significance and various aspects of employee relations at the workplace. It aims at making students familiar with the requirement of discipline, focus on grievance settlement procedure and conducting disciplinary inquiry. The case study further has purpose to make students learn about the importance of counseling and be familiar with steps in counseling for handling real-life situations in their career.

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 6: Human Resource Management.

Details

Emerald Emerging Markets Case Studies, vol. 8 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 10 November 2023

Navinraj Naidu and Anusuiya Subramaniam

At the end of the session, learners are expected to be able to evaluate the detrimental impact of stress on blue-collar workers’ well-being in Attainer Engineering Sdn Bhd;…

Abstract

Learning outcomes

At the end of the session, learners are expected to be able to evaluate the detrimental impact of stress on blue-collar workers’ well-being in Attainer Engineering Sdn Bhd; develop effective strategies to improve stressful conditions experienced by blue-collar workers in Attainer Engineering Sdn Bhd; analyse and select appropriate approaches that can help maintain the motivation levels of blue-collar workers in Attainer Engineering Sdn Bhd; analyse the impact of Attainer Engineering Sdn Bhd’s extensive investment in training new blue-collar workers, alongside the subsequent high turnover rate, on the decline in sales and profit; identify the critical changes that the managing director should have implemented to prioritize employee retention among blue-collar workers at Attainer Engineering Sdn Bhd; discuss the strategic implementation of mechanization, specifically in the context of automating repetitive processes, as an innovative solution to address the challenges faced by the ship repair and maintenance service industry heavily reliant on blue-collar workers in emerging markets; cultivate thoughtful debates on ways to keep blue-collar workers in the shipping repair and maintenance industry, as well as active learner participation and group interaction; develop learners’ analytical and critical thinking skills by guiding them through the analysis of a real-world case study in the shipping repair and maintenance industry, concentrating on the difficulties and potential solutions for blue-collar worker retention; and equip learners with practical knowledge and insights on implementing effective human resources strategies for retaining blue-collar workers in the shipping repair and maintenance industry, emphasizing the conversion of theoretical concepts into workable solutions.

Case overview/synopsis

This teaching case study centres on Attainer Engineering Sdn Bhd, a Malaysian conglomerate that bestows ship repair and maintenance services. Regrettably, the corporation has been subjected to a decrease in profitability and productivity owing to its high turnover rate of blue-collar workers. The ship repair and maintenance service industry is accountable for delivering comprehensive repair and maintenance services to ships, including their engines, hulls, machinery and other related components. The fundamental aim of this case study is to ascertain the rudimentary factors that contribute to this issue and foster effective strategies to enhance the motivation and retention rate of blue-collar workers in the ship repair and maintenance service corporation, using appropriate management theories, models and concepts. The case study brings to light the importance of discovering the most suitable approaches to retain blue-collar workers in the corporation to improve its profitability and productivity in a highly competitive market. This teaching case study will be beneficial for students and practitioners who want to grasp the disputes associated with retaining blue-collar workers in the ship repair and maintenance service industry and learn how to apply management theories, models and concepts to address these disputes effectively.

Complexity academic level

This case discussion would be highly suitable for undergraduate and postgraduate university students who are pursuing their studies in management or related fields and are eager to delve into the nuances of the ship repair and maintenance service industry. Furthermore, trainers from both private and public agencies who are keen on gaining a deeper understanding of the issues pertaining to retaining blue-collar workers in this particular industry and devising result-oriented strategies to tackle these concerns would also find this case discussion immensely helpful.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 6: Human resource management.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 24 October 2023

Khadija Al Arkoubi, Yanice Mendez-Fernandez, Paige Gionet and Teresa Canino

This case was based on both primary and secondary data. In-depth semidirected interviews were conducted in 2021–2022 after receiving the institutional research board approval. The…

Abstract

Research methodology

This case was based on both primary and secondary data. In-depth semidirected interviews were conducted in 2021–2022 after receiving the institutional research board approval. The interviews took an approximate time ranging from 90 to 120 min. They were recorded and transcribed. A thematic analysis was undertaken to identify the most relevant themes for the case. The secondary sources used included various websites, scholarly and trade journals, as well as specific databases, such as Statista.

Case overview/synopsis

The case exposes students in multiple disciplines to the challenges created by the COVID-19 crisis at Yale School of Medicine (YSM). It describes its remarkable effects on organizational and community members as they struggled to reimagine more inclusive and supportive spaces. As one of the most severe crises humanity has ever witnessed, COVID-19 exacerbated the existing struggles of the underrepresented communities, creating a double pandemic. It has also amplified inequities among marginalized groups including black, indigenous and people of color; women; immigrants; lesbian, gay, bisexual, transgender, queer/questioning; people with different abilities; working parents; single parents; religious minorities; and people with low income. When COVID-19 hit in 2020, Yale University School of Medicine (YSM), like other pioneering schools in the field of health care, doubled their efforts to face both the public health crisis and the substantial social turmoil (racial tensions after the death of George Floyd, food insecurity, vaccine resistance, social inequalities, etc.). Professor Marietta Vazquez, MD, who was the first Latina to be named Associate Dean for Medical Students Diversity at YSM, launched with Dr Latimore (Chief Diversity Officer) and her other colleagues many strategic initiatives aiming at improving the diversity, equity and inclusion of organizational and community members.

The case is an invitation to graduate students and students in executive education programs to reflect on the grand challenges leaders faced at YSM as well as in other institutions across the nation and the globe. It is also a call to reimagine ways leaders can accelerate the pace of change in their organizational ecosystems.

Complexity academic level

This case was written for use in graduate-level courses, including executive education dealing with Diversity, Equity, Inclusion and Belonging, Leadership and Change, Health-Care Equity/Policy, Health Sciences, Human Resource Management, Organizational Behavior, Crisis Management, Sustainability, Business and Society, Social Issues in Management, Strategy, etc. Faculty members can easily adapt the case to fit the content of the course they teach, the students’ context as well as the specific learning outcomes to be achieved.

Case study
Publication date: 11 March 2020

Maureen Dennehy, Hamieda Parker, Sarah Boyd and Claire Barnardo

The case introduces students to aspects of operations management (OM) and management theory and provides examples of the real-world challenges facing a practitioner. It requires…

Abstract

Learning outcomes

The case introduces students to aspects of operations management (OM) and management theory and provides examples of the real-world challenges facing a practitioner. It requires students to think about the operational manager’s responsibilities and how organisational context influences choices and possibly even fit within an organisation.

Case overview/synopsis

In this case, a factory lead protagonist presents her OM challenges and choices within a for-purpose, rather than for-profit, a social enterprise in South Africa. The context presented unusual constraints that required thoughtful adaptation and judicious choices. The case introduces students to aspects of OM and management theory and provides examples of the real-world challenges facing a practitioner. It requires students to think about the operational manager’s responsibilities and how organisational context influences choices and possibly even fit within an organisation.

Complexity academic level

The case is aimed at postgraduate business students studying OM.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 9: Operations and logistics.

Case study
Publication date: 12 May 2023

Belinda Nwosu and Edidiong Edem Esara

At the end of the case, a successful learner will be able to:▪ develop sound criteria to guide investors entering into hotel management agreements (HMAs);▪ reconcile principal and…

Abstract

Learning outcomes

At the end of the case, a successful learner will be able to:▪ develop sound criteria to guide investors entering into hotel management agreements (HMAs);▪ reconcile principal and agent disputes through the lens of an agency framework; and▪ evaluate the impact of the work environment on employee and organisational outcomes.

Case overview/synopsis

Muyiwa, Chairman of Fara Ltd., signed a HMA with Aytello Hotel Group to operate his hotel in Nigeria, the Mélange Abuja. Aytello was an international hotel management company based in the USA. It was a renowned operator with several brands in its portfolio. The Mélange brand was contemporary, upscale and targeted young business guests with an appetite for adventure. It was the first Mélange to have opened in West Africa. A management agreement was signed in August 2016, which meant that Aytello was now responsible for operating the hotel on behalf of its Owner, Muyiwa. On his part, Muyiwa provided the funds needed to run the hotel profitably. However, soon after the opening, the operator and owner showed signs of conflict. Muyiwa began to distrust the operator and intervened directly in operations. The frequent clashes between Muyiwa and the operator soon led to an impasse that made productive dialogue difficult. As relationships soured, Muyiwa needed to make a decision soon. This case study is designed to teach agency relationships in organisational behaviour.

Complexity academic level

This case study is designed for business leaders on executive programmes and postgraduate students.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 12: Tourism and Hospitality.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 1 October 2011

Melodena Stephens Balakrishnan and Ian Michael

Strategic stakeholder engagement, entrepreneurialism, ecosystem, corporate social responsibility, event management, branding, marketing strategy.

Abstract

Subject area

Strategic stakeholder engagement, entrepreneurialism, ecosystem, corporate social responsibility, event management, branding, marketing strategy.

Study level/applicability

Post-graduate level, practitioners interested in MENSA Region, entrepreneurship policy makers and NGOs.

Case overview

Abraaj Capital Ltd (Abraaj), a highly reputed private equity investment and management company, strongly believed in corporate social responsibility, strategic stakeholder engagement and entrepreneurship ecosystem development. In November, 2010, Abraaj held the “Celebration of Entrepreneurship” (CoE) a two-day free entrepreneur event, in Dubai. CoE was attended by more than 2,400 participants. The purpose of CoE was to contribute to building an entrepreneurship ecosystem in the Middle East North Africa South Asia region (MENASA). Based on participant feedback, CoE Outcomes and stakeholder feedback, the event was very successful.

This case is a good example of community engagement and showcases entrepreneurship ecosystem development. This case also highlights the challenges of putting together a signature event in a very short time frame. The future management dilemmas are also raised on various issues like whether to make this successful event a regular part of their organizational activities, and issues concerning the funding of such events. This case can be used to teach event management, branding, marketing strategy, CSR and entrepreneurship (from the ecosystem point of view). It will appeal to both educationalists and practitioners interested in the MENASA region, policy makers who facilitate entrepreneurship, CSR managers, event management companies and marketing specialist. It can be used to teach both undergraduate and postgraduate courses.

Expected learning outcomes

Strategy students can focus on marketing and branding strategies; like stakeholder engagement, internal marketing, social media, positioning and brand architecture. Student of event management can learn about prioritizing, adaptability, funding and the complexity of layering a program.

Supplementary materials

Teaching notes, videos.

Case study
Publication date: 11 December 2023

Saeed Mousa

Upon completion of this study, students will be able to define, explain and describe sustainability and its application in the business context; learn and demonstrate their…

Abstract

Learning outcomes

Upon completion of this study, students will be able to define, explain and describe sustainability and its application in the business context; learn and demonstrate their understanding of current practices, processes and operations in companies that are aligned to business sustainability by identifying such in the case study to enable them to provide relevant examples; discuss and describe sustainable operations and practices across different industries; identify sustainable themes in manufacturing sectors and other related industries; and identify sustainable strategies for production and manufacturing processes.

Case overview/synopsis

This case study focused on Gunung Raja Paksi (GRP), a steel manufacturing company in Indonesia, with a portfolio in steel trading, cement plants and carbon markets. The case study covered the COVID-19 crisis period, especially the year 2020, which disrupted the normal operations of businesses and subjected the community to economic challenges. The emergence of GRP’s prominence in sustainable business attributed to the initiatives advanced by Kimin Tanoto, the chief executive officer (CEO) and chairperson of the Indonesia Iron and Steel Association (IISIA). Kimin Tanoto assumed leadership of GRP, a family-owned business, in 2018, despite being the second son. At the time of Kimin’s induction into the board of commissioners, two main challenges – the impacts of the COVID-19 pandemic, which disrupted the supply chains, and the company culture that resisted sustainable business approaches – acted as detriments to profit-making. Sustainable efforts, however, contributed to noticeable success during and after the COVID-19 crisis.

Complexity academic level

The case is suitable for instructions in undergraduate courses in Bachelor of Engineering (BEng) in Sustainable Resources, Engineering and Management, Bachelor in Sustainable Environmental Management, Bachelor of Culture and Arts in Smart and Sustainable Design, Bachelor in Sustainable Solutions and Bachelor of Science (BSc) in Sustainable Use of Natural Resources, and other instructions on sustainable practices.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 11 September 2023

Shwetha Kumari and Jitesh Nair

This case is designed to achieve the following learning objectives: recognize the impact of personality traits on leadership style; identify the key elements in a turnaround…

Abstract

Learning outcomes

This case is designed to achieve the following learning objectives: recognize the impact of personality traits on leadership style; identify the key elements in a turnaround strategy; examine leadership best practices from a gender perspective; and assess the role of strategic decision-making on company growth.

Case overview/synopsis

The case study describes how Lisa Su (Su), the first woman CEO of Advanced Micro Devices, helped turn around the debt-laden semiconductor firm within a decade through her transformational leadership, vision and values. The case first touches upon Su’s early life and education and the influence of her parents in shaping her personality. It then focuses on the first half of Su’s career, during which she was working on semiconductor projects and was involved in research and product development, and how she made the gradual shift to a people management role in her stint of over a decade at IBM followed by a leadership opportunity at Freescale Semiconductor Inc. The case then describes Su’s move to AMD in 2012 as Senior Vice President and General Manager of the company’s global business divisions at a time when AMD was nearly US$2.5bn in debt and revenues had increased only once in the previous five years. There were also rumors of bankruptcy and spin-offs after the company lost more than US$1bn in the year 2012. The cas

Complexity academic level

This case is meant for MBA students as part of their Organizational Behavior, Leadership, and Strategic Management curriculum.

Supplementary materials

Teaching notes Student feedback details.

Subject code

CCS 11: Strategy.

Details

The Case For Women, vol. no.
Type: Case Study
ISSN: 2732-4443

Keywords

Case study
Publication date: 3 July 2017

Monika Hudson and Frank Ohara

The family matriarch dies without a written succession plan, leaving her children to determine how to cope with the continuity of the family’s expanding food empire. This becomes…

Abstract

Synopsis

The family matriarch dies without a written succession plan, leaving her children to determine how to cope with the continuity of the family’s expanding food empire. This becomes increasingly difficult when one of the siblings wants to incur expensive, yet required, renovations to the family’s original restaurant. The situation is further complicated by the fact that the two older siblings are focused on corporate expansion efforts, while the youngest is trying to demonstrate her competence in running the family’s historical restaurant. A central focus of the case is to understand and identify effective strategies that should guide the firm-related choices each sibling makes.

Research methodology

This case, which was developed from field interviews and personal experience, highlights the array of competing financial and personal objectives and tensions involved in a family business. An interactive tool allows users to conduct multiple scenario analyses to determine if the company’s manufacturing expansion goals can be achieved while simultaneously honoring the family’s restaurant roots.

Relevant courses and levels

This case was designed specifically for the undergraduate junior or senior business or economics student who has already taken basic finance, economics, strategy, entrepreneurship, or psychology courses. Typically, by the third or fourth year of study in a traditional undergraduate program, virtually all of the core themes, concepts, theses, and theories associated with the case have been addressed in previous business or economics coursework.

Theoretical bases

The case provides an intentional opportunity for students to demonstrate their emerging financial analysis competencies, while concurrently synthesizing the so-called “soft” skills associated with rational decision making, organizational behavior analysis, business strategy, entrepreneurship, and negotiations.

Details

The CASE Journal, vol. 13 no. 4
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 1 August 2023

Mihir Ajgaonkar and Tanvi Mankodi

This case will help students to analyse and develop insights into the concepts of servant leadership; to analyse and develop insights into women’s empowerment and a process to…

Abstract

Learning outcomes

This case will help students to analyse and develop insights into the concepts of servant leadership; to analyse and develop insights into women’s empowerment and a process to achieve such empowerment; and to explore the social business models for scaling up.

Case overview/synopsis

The Lakhpati Kisan programme under the aegis of Tata Trusts focussed on empowering women marginal farmers in the tribal belts in India to significantly increase their income from 2015. Ganesh Neelam, Executive Director, Collectives for Integrated Livelihood Initiatives (CInI), a nodal agency of Tata Trusts, advocated various livelihood options in agriculture, livestock, non-timber forest resources and water conversation. Initially, CInI faced the challenge of getting the farmers to sign up for the programme due to lack of trust. CInI facilitators educated the farmers about the purpose of the initiative and the benefits they would accrue and built trust. CInI created awareness through knowledge-sharing sessions on best practices in agriculture. They formed self-help groups of farmers for decision-making and for easy access to capital. CInI established farmer producer organisations (FPOs) to bring in a business perspective among farmers. The farmers as Board members and executives ran the FPOs like commercial organisations. CInI built capabilities to create a sustainable and autonomous ecosystem that looked impressive. But still the programme was falling short of the desired target. The farmers were so far reluctant to move forward independently. Ganesh felt that the social business model that CInI had evolved needed a re-look to achieve a significant and lasting impact on the majority of the marginal farmers in India.

Complexity academic level

The case can be used in the organisation behaviour, human resource management courses and courses on social enterprises as part of the MBA or post-graduate management programme or in executive education programmes.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 6: Human Resource Management.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

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