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The reading and discussion on case will enable participants to appreciate importance of reward management in performance management system for both employee and organizational good; to develop insight on the effect of perceived discrimination on the motivation of employees; to internalize the effect of perceived unjust, subjective, non-communicative, non-transparent policies on the behavior and productivity of employees and overall organizational culture and climate; and to comprehend the importance of HR and OB issues with respect to performance management system for the benefit of employee morale, motivation and organizational culture.

The effectiveness of an employee is the key factor for the employer. All the profit that the company or the organization makes depends on the employees’ productiveness. The case needs to be understood in the overall context of performance management system (Ferreiraa and Otley, 2009) with focus on elements of appraisal and compensation via rewards and recognition as per objective standards. Performance management systems (PMSs) is a more general descriptor if the intention is to capture a holistic picture of the management and control of organizational performance. Performance management policies and practices refer to the processes of setting, communicating and monitoring performance targets and rewarding results with the aim of enhancing organizational effectiveness (Fee, McGrath-Champ and Yang, 2011). PMS includes both the formal mechanisms, processes, systems and networks used by organizations, and also the more subtle, yet important, informal controls that are used (Chenhall, 2003; Malmi and Brown, 2008). Otley (1999) proposed a framework which highlights five central issues which need to be considered as part of the process of developing a coherent structure for performance management systems. The five areas addressed by this framework include identification of the key organizational objectives and the processes and methods involved in assessing the level of achievement under each of these objectives, formulating and implementing strategies and plans, as well as the performance measurement and evaluation processes, process of setting performance targets and the levels at which such targets are set, rewards systems used by organizations and the implications of achieving or failing to achieve performance targets and types of information flows required to provide adequate monitoring of performance. While the case touches upon all the aspects of the PMS framework, it revolves round the reward episode and elaborates on the way it affects all stakeholders, those who got the benefit, those who felt discriminated and those were mere observers to the episode. Objective performance appraisals are needed to ensure that every employee produces the best performance and that the work performed is rewarded with reasonable increases in pay scales or special additional allowances or incentives. This system carries crucial importance as it helps managers to decide which rewards should be handed out, by what amount and to whom. Additionally, performance appraisals may increase an employee’s commitment and satisfaction (Wiese and Buckley, 1998) The case readers need to notice that when organizations fail to follow objective appraisal or reward standards, the same rewards become a cause of contention. The reward which was handed over to the employees in this case was in addition to the annual appraisal. Though the role of rewards has been well-recognized in motivating the employees to continue performing at high level and encourage others to strive for better performance, what needs to be recognized that rewards’ per say does not serve purpose. They need to be dealt within the context of performance management system. Using rewards to favor or discriminate a few employees by using subjective standards backfires and does no good as the person who is favored cannot take pride in it and is not motivated to perform better or equally well as he/she also knows that the work has no relation to the reward, it is personal favor, on the other hand, the one who is discriminated feel discouraged and demotivated to perform. Rewards have the potential to both help and harm the organization if dealt in a callous and careless manner. Use of rewards to favor or discriminate certain people due to subjective preference can be suicidal for the organization and irreparably damage the trust of the employees in the management. It has been well stated that fairness and objectivity are the core principles using an assessment of the nature and size of the job each is employed to carry out (Torrington et al., 2005). If any organization decides to include rewards as a motivating mechanism, it needs to cull out unambiguous and transparent criteria for rewarding. If employees perceive procedural or distributive injustice from the management, it is not only detrimental for the employee’ relations and teamwork, it also tarnishes the reputation of the organization and jeopardizes the culture of the organization. Reward management needs to be closely related to performance appraisals, job evaluations and overall performance management systems. The current case elaborates on one such instance where unjustified inequity in reward system not only disturbed the employees concerned but it had bred a negative image of the organization among other employees too, organizational citizenship was replaced with contempt and feeling of apathy.

Post graduate students and working professionals can benefit from this study.

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Human resource management.

The case was created via an interview of the protagonist in 2018 at the US Military Academy by the authors.

The case describes the dilemma First Lieutenant Williams faces when his platoon sergeant unexpectedly leaves. Organizational norms and accepted practices suggest Lieutenant Williams should choose the most senior squad leader, Staff Sergeant Boyer. The departing Platoon Sergeant even recommended Staff Sergeant Boyer. However, based on recent observations, Lieutenant Williams felt Staff Sergeant Boyer may not be the best fit. Instead, the lieutenant considered choosing the newest squad leader, Staff Sergeant Harrison, who seemed to be highly proficient, but had yet to prove himself. Before the lieutenant could fully weight his options, Staff Sergeant Boyer confronted him about a decision.

This case is designed for use in undergraduate courses on leadership and management. The case was not only designed primarily for teaching a lesson on organizational justice, but can also be used to integrate lessons on communication, power and influence, and decision making. Each of these elements is present in the case. The instructor can choose to incorporate them into the lesson for a more wholly encompassing lesson or choose to focus on only the organizational justice aspects at play in the case.

This case study may be used in the following academic courses: Theories of Leadership; Leadership and Leaders Organizational Leaders Roles; Management Skills Ethics and Governance; and Ethics and Management Entrepreneurial Management.

This case study may be used in the following academic programs: Bachelor's in Business Administration; Master of Science in Business Administration; and MBA Programs.

There is little doubt, if any, that values shape the decisions, behaviors and corporate moves that business managers and leaders make in their day-to-day operations. The following case study sheds light on the influence of personal values on individuals in leadership positions. To do so, concrete examples of observed behaviors, in cases where values have been honored and positive outcomes have been attained, will be reported. From hiring practices, contract bidding, compensation policies and/or customer service, the Ynna conglomerate group, a Moroccan holding corporation, has been led by a visionary who patiently started his life journey as a shepherd tending ewes, and decades later has emerged as an extraordinary business legend to emulate. Virtually all the decisions taken within his companies are influenced by his moral convictions and his values. Miloud Chaabi, listed in Forbes Magazine as one of the top 40 richest billionaires in Africa, is a principled and revered individual who has been spiritually leading his businesses in various sectors since 1948.

In general, the objective of the case study is to further enhance the understanding of leadership in general and values-based leadership in particular. The case study will assist students in developing their leadership-related skills through the discussion of a real-life situation and experience, and proposing solutions to a challenge face by the company in the area of leadership approaches. The case is designed to provoke and stimulate students' personal reflections about a particular approach of management, especially in a transition period.

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This case was based on secondary data that included various websites, news and academic articles, social media posts and press conferences before, during and after the World Cup. Multiple sources were examined to ensure the accuracy and credibility of the information presented in this case. The goal was to gather relevant information on the Moroccan soccer team, its performance in the FIFA World Cup and the leadership strategies used by Walid Regragui.

“We are the dreamers, we let it happen: Morocco’s soccer team leadership story” explores the transformative journey of Morocco’s soccer team in the 2022 World Cup, highlighting the exceptional leadership of coach Walid Regragui and the power of shared values deeply rooted in Moroccan culture. The instructional manual provides faculty with a compelling case study to inspire discussions on leadership, followership, team dynamics and cultural identity. The case emphasizes the importance of harnessing cultural roots, building trust and unity within a diverse team, strategic vision and tactical brilliance. It demonstrates that with authentic leadership, belief in shared dreams and the strength of cultural values, extraordinary achievements can be realized. The case aims to inspire and educate students, encouraging them to embrace their own cultural heritage, foster teamwork and pursue their dreams with unwavering determination.

The academic level of this case can vary depending on the specific course or program in which it is being used. It is suitable for graduate levels in various fields such as leadership studies, sports management, organizational behavior, cultural studies, or international business. The case provides a comprehensive analysis of leadership, team dynamics and cultural identity, including faith and spirituality, making it adaptable for different academic levels and disciplines. Instructors can adjust the depth of analysis and additional readings or activities to align with the specific educational level and learning objectives of their course.

Organizational Justice Theory serves as a useful frame for discussion of this case, focusing on perceptions of fairness in the workplace. Such perceptions are shaped by outcomes, procedures, information and interpersonal treatment. Perceptions of justice in these four dimensions are associated with job performance, citizenship behaviors and some mental health outcomes. The Exit, Voice, Loyalty, Neglect (EVLN) Model outlines four potential responses (exit, voice, loyalty and neglect) to perceived job dissatisfaction, serving as a useful framework for students to discuss potential employee reactions to Starbucks’ decisions.

This case was developed from secondary sources, including news reports, company annual reports and websites. The case has been classroom tested with undergraduate students in Principles of Management (online and face-to-face) Human Resource Management (online asynchronous) and Labor/Management Relations (online synchronous).

In June 2020, Starbucks became immersed in controversy when its dress code policy conflicted with its public support for national protests over police brutality against Black Americans, including the death of George Floyd while in police custody. While publicly supporting the protests in a series of tweets, an internal memo forbidding employees from wearing Black Lives Matter attire was leaked to the press, generating national outcry, threats of a boycott and forcing Starbucks to reverse course immediately. This case examines the benefits and challenges of a corporate dress/uniform policy, and the implications of corporate involvement in social justice issues.

This case can be used in a wide range of undergraduate and graduate courses, but particularly in Principles of Management and Human Resources courses.

Identify the influence of contextual variables (i.e. politics) in the strategy of a military organisation. Analyse and evaluate strategic change options of a military organisation. Decide on a strategic change from the resources and capabilities model.

Colombia Aeronautics Industry Corporation (CIAC) is a Colombian mixed economy company that commercialises, maintains and repairs civil and military aircraft and aeronautical components. The case presents the decision that the manager must make regarding a change in corporate strategy because of the entry into force of the peace agreement between the Government of Colombia and the Revolutionary Armed Forces of Colombia (FARC). This agreement assumes that the main line of business of the CIAC would be weakened (i.e. repair of military aircraft used in the internal armed conflict with FARC), because in a new peace scenario, the aircraft would not need as much maintenance as in the most critical stages of the conflict.

Master of Business Administration level (suggested courses: strategy, strategic management and organisational change). Undergraduate level (suggested courses: strategy and organisational change).

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CSS 11: Strategy.

1. Maria Jarlstrom, Essi Saru, and Sinikka Vanhala, “Sustainable Human Resource Management With Salience of Stakeholders: A Top Management Perspective,” Journal of Business Ethics, 152, (2008): 703–724. 2. Benjamin A. Neville, Simon J. Bell, and Gregory J., “Stakeholder Salience Revisited: Refining, Redefining, and Refueling an Underdeveloped Conceptual Tool,” Journal of Business Ethics, 102, (2011): 357–378. 3. Mick Marchington, Fang Lee Cooke, and Gail Hebson. “Human Resource Management Across Organizational Boundaries,” Sage Handbook of Human Resource Management, (2009): 460–477.

This secondary source case is based mainly on three documents: the 20-page report by a labor union, Unite Here, titled “One Job Should Be Enough: Inequality at Starbucks”; and two reports by former U.S. Attorney General Eric Holder Jr. and Covington & Burlington, LLP.

In February 2020, Unite Here, a labor union, released a damming report about employment practices at the airport Starbucks stores operated by licensee, HMSHost. Among other charges, the report identified several instances of racial and gender discrimination that HMSHost dismissed as a ploy by a union intent on organizing its employees. The adverse publicity, however, put Starbucks Corporation in the spotlight because of the company’s publicly stated commitment to workplace equality. The recently hired Nzinga Shaw, the company’s first-ever Global Chief Inclusion and Diversity Officer, had to address the issue at HMSHost lest it adversely affect Starbucks’ reputation as a progressive employer.

The case is best suited for a graduate or undergraduate course in human resource management or labor relations. As diversity is typically covered in the first third of such courses, the ideal placement of this case would be in the early part of the course. As Starbucks is a well-known name, and it is very likely that students have had their own experience with Starbucks, as either a customer or an employee, the case is likely to draw their interest.

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The case was created via an interview of the protagonist.

The case describes the dilemma a young leader, Captain Bryson, faces after a few months in his new organization. Amid a routine meeting, two of CPT Bryson’s direct reports get into a verbal (and nearly physical) altercation over a relatively benign issue. CPT Bryson must decide how to handle the conflict at that moment. Further, the organization is resource constrained, so the personnel will be working in the same organization for at least the next six months. Therefore, CPT Bryson must try to diagnose the types and sources of conflict so that he can decide on how to manage the conflict in both the short and long terms.

This case is designed for use in undergraduate and graduate level courses on leadership and management. The case is useful for teaching lessons (or electives) on conflict management, developmental communication (counseling), emotional intelligence and power and influence.

The case revolves around a critical incident that took place at an Indian pharmaceutical company, in which various stakeholders had very different perspectives regarding the nature, causes and consequences of the incident. By illustrating the contrasting perceptions of the same event, the authors have shed light on the nature of perception and perceptual processes, including cognitive biases and errors in human judgement. The case provides insights into how these manifest in the organisational context and how managers could be made more aware of them to avoid errors in judgment and make choices that are more informed.

Data for the case came from public sources, including legal proceedings, court filings and Securities and Exchange Commission filings. The authors perused hundreds of court documents and identified 28 that were most relevant to this case. The authors also used press interviews with the women highlighted in the case. The authors have no relationship with the company and no one from the company has reviewed the information presented in this case. As the case is drawn from sworn legal testimonies, interviews and related documents in the public domain, the authors did not have to seek approval for publication.

Pinterest touted itself as “the nicest place on the Internet.” It had an almost 80% female user base and purported to have an inclusive culture that embraced diversity. However, in June 2020, in the wake of the Black Lives Matter protests, two former female employees of color violated their non-disclosure agreements (NDAs) to publicly accuse Pinterest of racial and gender discrimination. In August 2020, Pinterest’s former Chief Operating Officer, Francoise Brougher, filed a lawsuit charging the company with gender discrimination, retaliation and wrongful termination, and authored a public blog post titled, The Pinterest Paradox: Cupcakes and Toxicity, detailing her own experience with the company’s discriminatory culture. Three days later 236 of Pinterest’s 2,545 employees staged a virtual walkout and 445 employees signed a petition in an attempt to change Pinterest’s policies and culture. The case provides a brief overview of Pinterest, including its mission, values and organizational culture, and details several incidents and complaints by female and minority employees. The case questions whether employee complaints are a relatively narrow issue involving disgruntled former employees who did not fit at the organization or a much broader issue involving discrimination and managerial neglect in creating and maintaining a nondiscriminatory, inclusive culture. Students are encouraged to evaluate the situation in which Co-Founder, Board Chair and Chief Executive Officer, Ben Silbermann finds himself, evaluate the actions taken and decide if Silbermann should take any additional actions to address the discrimination claims and ensure a positive culture for all employees.

This case is appropriate for graduate and advanced undergraduate level courses in organizational behavior, human resource management and business law or any course where discrimination and workplace culture are discussed.