Search results

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

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.

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.

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.

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.

To evaluate a difficult career choice under compelling organizational circumstances. To analyse a complex organizational culture to understand the nuances of career decisions. To relate career dilemmas to relevant conceptual and theoretical strands of organizational behaviour. To interpret the leadership style and its interaction with organizational culture. To determine possible strategic recourses to deal with the dynamics of destructive leadership and toxic cultures.

The case is about the experiences of Raamit Pell, a Middle-level Executive at Accadia Management Services, and his encounters with a new boss, Pret Sohn. Raamit Pell had joined Accadia at a time when the organization was undergoing some political and cultural turmoil. When Pret Sohn came in as the new Chief Executive Officer six months later, there were a lot of expectations. But, Pret Sohn too began following Accadia’s existing political culture, indulging in unhealthy organizational practices. He caused mental harassment to many executives. One such executive was Raamit Pell. Despite Raamit’s excellent performance, Pret Sohn denied him a well-deserved promotion. Sohn justified it by saying that performance alone did not matter. Raamit felt deeply disturbed and considered quitting Accadia. He was reluctant to leave as a defeated man. Subsequently, he received an offer from another subsidiary of Accadia’s holding agency. As he was undergoing a three-month mandatory notice period for his release, Raamit became concerned about his decision to leave Accadia. Deep in his mind he longed to redeem his hurt pride at Accadia. So, he was pondering whether he had taken the decision to resign in haste.

Level: Post-graduate/doctoral and executive education programmes in management and allied subjects. Courses: Courses in Career Decisions, Organizational Behaviour, Leadership, Organizational Culture and Organizational Ethics.

Teaching Notes are available for educators only.

CSS 7: Management Science.

Doris, the Executive Director of the JCC, had a Board of Directors that lacked the requisite skills, perspective, behaviors, and willingness to change policies and practices in order to meet external environmental opportunities and threats or to address internal competencies and competitive capabilities. Changes in the external environment were exacerbating the JCC's internal deficiencies. In addition, the Board created impediments to the professional staff's efforts to implement good managerial practices and policies. The current management team was acutely aware of the changes in the external environment, how these changes impacted the JCC's operations and what the JCC needed to do in order to meet these challenges. The management team was frustrated by a Board that did not provide leadership, fulfill their responsibilities, hold each other accountable and undermined management by intervening in day-to-day operations. The staff was passively hostile to the Board and to the management team. As consumers, the members' expectations were higher and more demanding. Doris and her management team had to resolve a myriad of strategic and operational issues that confronted the organization.

This case uses an array of carefully selected and excerpted revenue recognition related information contained in Salesforce.com's January 31, 2019, 10-K. Maria, the fictional protagonist, is seeking to understand those disclosures as part of her preparation for an upcoming job interview with the company. As such, she is relying on those disclosures to provide insights as to the company's main product/service lines, the events that signal when and how much revenue the company has earned (i.e., the essence of its business model), along with the related official generally accepted accounting principles (GAAP) criteria pertinent to the valuing and timing of recorded revenues.

Cristo Rey St. Martin College Preparatory (CRSM), a school with a unique educational model, has built a culture of accountability and student achievement. Founded in 2004 with a mission of serving “young people of limited economic means,” the school had a rocky start. It was plagued with student failure, high teacher turnover, and a total lack of accountability on the part of both students and teachers. In 2008, a new principal, Michael Odiotti, was hired to turn around the school. During his early years as principal, Mr. Odiotti faced many challenges, including poor academic results, lack of discipline, the threat of bankruptcy, and insufficient employers to support the school's work-study program. By 2018, the school had overcome some of these obstacles, and its metrics were exemplary. The question CRSM currently faces is how it can bolster a new culture of continuous improvement to avoid complacency while continuing to push accountability to achieve even greater results.

This case (though it may stand on its own) is a continuation of the events described in “Creating a Culture of Empowerment and Accountability at St. Martin de Porres High,” Cases #5-410-755(A) and (B) (KEL514 and KEL515) (Kellogg School of Management, 2010).

Prudential Equity Group had downgraded Danaher to underweight status, citing concerns over its inadequate organic growth. By March 2009, its CEO wondered how to keep growing a company that faced changing worldwide economic circumstances, pressure from low-cost competitors, new competitors, flat or declining demand for company products, price increases for certain raw materials, and criticism from market analysts.

Susan works for a small S-Corporation that is experiencing issues with its incentive program. Specifically, employees find that the company's incentive program is rather ambiguous and confusing. Susan is in a position to do something about it but she is not sure what to do. Students are challenged to design an incentive program for the small company. This case exercise is appropriate for undergraduate students in Organizational Behavior or Management courses and should coincide with discussions of motivation and employee incentives. This case is based on the author's personal experiences.

This case describes the journey of Karson as he transitions from female to male. Throughout his life, Karson experiences a great deal of anxiety trying to reconcile his identity with the expectations of society. The anxiety inherent in this situation is described in order to get the reader to more fully empathize with the issues faced by transgender individuals. The case then focuses on issues specific to the workplace as Karson begins his career with a counseling agency and experiences several instances of discriminatory behavior.

ThoughtWorks, a medium-size IT systems integrator, was growing quickly but identified "lack of clear positioning around which to build a brand" as the biggest impediment to continued growth. The company had identified features that it believed differentiated it from its competitors and was considering alternative segments to target. Asks readers to choose a target and develop a positioning statement for that target as well as identify the assumptions underlying the recommended positioning strategy and suggest how market research could help establish the validity of those assumptions.