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Case study
Publication date: 3 May 2022

Saloni Sinha, Mohammad Rishad Faridi and Surbhi Cheema

This study aims to particularly focus on undergraduate and postgraduate early stage level students pursuing business, educational, social work programs. Particularly those…

Abstract

Study level/applicability

This study aims to particularly focus on undergraduate and postgraduate early stage level students pursuing business, educational, social work programs. Particularly those studying organizational behavior, leadership and change, curriculum design management, social literacy and courses on 21st Century Skills.

Subject area

Social entrepreneurship, developmental studies, education, organisational behavior are the subject areas focused in this study.

Case overview

Purpose – The present case study is an empirical account of the gender perspectives on leadership styles and entrepreneurial mind-set demonstrated by Jigyasa and Gaurav, the co-founders of “Slam Out Loud” (SOL) – an Indian for mission non-profit organisation established in 2017. The authors intend to highlight the challenges faced by SOL during COVID outbreak, to establish community connect in the virtual domain and deliver hyper-personalised socio-emotional learning (SEL) frameworks. Will SOL’s Creatively Omnipresent and Versatile Inclusive Design framework transform Indian child education in the wake of New Education Policy 2020 of India while being sustainable as well as globally competitive?

Design/methodology/approach

This case study is based on primary data collected through semi-structured in-depth interviews with the founders of SOL. It follows the deductive approach of methodology. The data has been complemented by documentary analysis, including videos, descriptions of internal processes and articles.

Practical implications

SOL has been strengthening the transformative power of performance and visual arts to help build creative confidence (CC) among children from disadvantaged communities below five years of age. The co-founders have focused on imparting life skills such as communication, critical thinking and empathy in children. The framework adopted by SOL is a combination of six 21st century and SEL skills including creativity, communication, critical thinking, collaboration, self-esteem and empathy.

Originality/value

A novel Sinha’s 5 × 7 SEL- COVID Matrix.

Expected learning outcomes

Learning outcomes can only be achieved using case-based pedagogy. Students are encouraged to dive deep into the dilemma. After the case discussion students will be able to define Creative Confidence (CC) with its importance in social development, comprehend the impact of developmental interventions such as Jijivisha Fellowship during COVID 19 and post COVID 19, understand servant leadership and its impact in the management, analyse how servant leadership accelerates social efficacy in the social enterprises, illustrate the novel 5 × 7 SEL-COVID framework for educators, create and evaluate their hyper-personalised SEL framework curriculum.

Social implications

The SOL initiative is well aligned with the National Education Policy introduced in India in 2020. It will address the issues of not only providing equitable and inclusive education but also enhancing enrolment ratio and reducing dropout rates. Adoption of Arts-based education will also develop Creative Confidence (CC) and improve emotional well-being of children in primary education.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 3: Entrepreneurship

Case study
Publication date: 3 June 2017

Sangeeta Shukla and Saloni Sinha

The subject areas are business communication, human resource management and health care.

Abstract

Subject area

The subject areas are business communication, human resource management and health care.

Study level/applicability

The case was designed for use in a first-year MBA-level course in business communication but would serve well in a course for executives or for advanced undergraduates. It might also be assigned in general management courses to evoke discussion on communication skills required in sensitive and critical situations; human resource courses; and course on health care.

Case overview

Palliative care is a specialized medical care focussing on improving the quality of life of patients suffering from life-threatening illnesses. It addresses symptom management and psychosocial and spiritual concerns of the patient and its caregivers. With the intent to alleviate the sufferings of terminally ill patients, Rajbala Foundation, a non-government organization (NGO), works at the psychosocial and spiritual levels. While training their volunteers in effective palliative care communication, it often encounters challenges such as socio-cultural variations, organizational challenges, appropriate verbal and nonverbal communication, etc. This teaching case focuses on the communication challenges faced by the volunteers of Rajbala Foundation. It would lead to a broader discussion on communicating empathically during critical situations. The case has a focus on NGOs, and non-profit organizations, public sector management, health-care management and human resources management. There is significant literature on communication skills for medical practitioners in palliative care. As an increasing number of NGOs step in to provide the second level of care to critically ill patients in non-physical domains, there is a need to understand the role of effective communication for such care providers. This case deals with non-medical care providers in palliative care; the issues of communication they face as they interact with patients; and the skills they require to address the emotional and spiritual needs of patients and their families.

Expected learning outcomes

The aim of this case is to raise awareness of the complexities involved in the communication process during an emotional and sensitive interaction. It aims to encourage volunteers involved in palliative care to reflect on good communication practices when communicating with patients and family members. After reading this case, the students should be able to discuss the complexities involved in the communication process when communicating in situations with high emotional involvement; understand the core elements of emotional interactions for effective practice; and emphasize the need for the development of communication skills within palliative care.

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. 7 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 9 October 2024

Saloni Sinha, Mohammad Rishad Faridi and Surbhi Cheema

After completion of the case study, students will be able to identify the traits required in child leadership and the ability to apply “The Whole Leadership Framework” child…

Abstract

Learning outcomes

After completion of the case study, students will be able to identify the traits required in child leadership and the ability to apply “The Whole Leadership Framework” child leadership model today, identify and discover opportunities to promote child leadership and analyse its sustainable impact and analyse how innovation clubbed with sustainability will create a competitive advantage with special reference to the innovative ultraviolet-C light sterilisation Suraksha Box.

Case overview/synopsis

Aditya Pachpande was a child prodigy of India, who had stunned the world with his trailblazing attitude ever since the tender age of 12. Aditya’s father, Sandeep Pachpande, a Harvard alumnus, wondered – “My son is ahead of his time. Would institutions ever acknowledge my innovative boy as a child leader? Will my child become a teen chief executive officer (CEO)? Will he ever get accepted?” Aditya leads by example as a student, changemaker, edupreneur, innovator and keynote speaker. He thinks, “Age is just a number”, but has had to shout out loud to be heard. With the nickname “Lecture man” given by his teachers and peers, he went on to contribute in endorsing skill-based experiential and discovery-based teaching-learning that addresses real-world issues and sustainable development goals. A CEO at the age of 11 years, he co-founded NextGenInnov8 Global Solutions Private Limited and NextGenInnov8 Social Foundation. Although achieving these milestones, he had to manoeuvre through several curve balls hurled at him by the system. Not the one to ever compromise on ethics, values and purpose, today he was at the crossroads – whether he should choose social change over-commercialisation of his business, simplicity and minimalism over product perfection, crowdfunding over loans or angel investors, manufacture in China or make in India just to name a few. The unstoppable Aditya, aspiring for acceptance, dreamt that someday, these policymakers and businesses would acknowledge child innovators and not write them off just because they were adolescents. Aditya, standing on a precipice, dreamt along.

Complexity academic level

This case has been particularly focused on postgraduate-early stage-level students pursuing business or entrepreneurial education-related programs.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 14 December 2021

Mohammad Rishad Faridi and Saloni Sinha

Appendix 1: Comic Frames A At the end of the case study discussion, students will able to as follows: Explain various growth strategies as a potential unicorn with the exponential…

Abstract

Learning outcomes

Appendix 1: Comic Frames A At the end of the case study discussion, students will able to as follows: Explain various growth strategies as a potential unicorn with the exponential growth mindset rather than linear growth mindset through adaptation of Massive Transformative Purpose (MTP) and Moonshot Thinking (MT). Demonstrate innovative and creative plans and ideas, with the ability to scale up in the circular economy. Review and summarize the power of Collaborative Innovation (CI). Compare and contrast different ways in dealing with Hedgehog and Fox style of leadership into the business. Appendix 2: Comic Frames B At the end of the case study discussion, students will able to as follows: Act with a growth strategy as a potential unicorn with the exponential growth mindset rather than linear growth mindset through adaptation of MTP and MT. Simulate innovative and creative plans and ideas, with the ability to scale up in the circular economy. Assess and leverage the power of CI. Decide and differentiate in dealing with Hedgehog and Fox style of leadership into the business.

Case overview/synopsis

Ankit Tripathi, was a compassionate 22-year-old, the typical lad from New Delhi, India, who seemed driven to change the world. His elder brother Atul Tripathi, a young, creative 25-year-old, was sat there next to him, beaming with pride and gratitude. Both brothers, being mechanical engineering graduates, had experienced the advancement of technology at the cost of Mother Earth. It pained them no end. It was the reason that Atul had refused to serve as an engineer in a government institution after graduating. The parents were shocked when Ankit followed suit. The brothers were poles apart in their personality and temperament, and it was rare to see them agree on anything in this way. Yet, they agreed to disagree with their parents and ventured into becoming entrepreneurs with a purpose and passion to salvage the environment. They had a vision, but without a proper roadmap, it would certainly be a tough game. Nevertheless, they boldly embarked upon their journey and established their start-up “Uneako” in 2019. “Uneako” was a calculated risk, taking into account family resistance (parents’ attitude/perception), personal conflicts (psychological), financial limitations (resources), shallow expertise (professionalism), social concern acceptability and low awareness (environment), government regulations (legalities/approvals), conflicts between brothers (personality issues), etc. Being from a nonbusiness family, the brothers had defied the wave of obstacles and challenges in daring to start their own business, putting at stake the hard-earned money of their father, Satendra Tripathi. Amidst so much social mockery, would Atul and Ankit succumb and become a laughing stock or would they find something that they could live and die for?

Complexity Academic Level

Appendix 1: Comic Frames A: This case has been particularly focused on undergraduate level students pursuing business or commerce programs. Especially those studying core courses, for example, entrepreneurial and strategic management. Appendix 2: Comic Frames B: This case has been particularly focused postgraduate-early stage or higher level students pursuing business or commerce programs. Particularly those specializing in entrepreneurial and strategic management courses. Also, can be taught in the entrepreneurial or start-up workshops.

Supplementary materials

www.pewresearch.org/topics/generation-z/ Paulynice. J.P., (2019) “From Idea to Reality: An Entrepreneur’s Guide to Meaningful Business Growth” Paulynice Consulting Group. Hardy.D., (2015) “The Entrepreneur Roller Coaster: It’s Your Turn to Join The Ride” Success Publishers. Wadhwa.V., Amla.I., Salkever.A., (2020) “From Incremental to Exponential” Berrett-Koehler Publishers. Sustainable Entrepreneurship: Business Success through Sustainability edited by Christina Weidinger, Franz Fischler, René Schmidpeter, Springer 2014. Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Article
Publication date: 12 November 2024

Aakanksha Uppal, Yashmita Awasthi and Anubha Srivastava

This study focuses on enhancing the accuracy and efficiency of employee performance prediction to enhance decision making and improve organisational productivity. By introducing…

Abstract

Purpose

This study focuses on enhancing the accuracy and efficiency of employee performance prediction to enhance decision making and improve organisational productivity. By introducing advance machine learning (ML) techniques, this study aims to create a more reliable and data-driven approach to evaluate employee performance.

Design/methodology/approach

In this study, nine machine learning (ML) models were used for forecasting employee performance: Random Forest, AdaBoost, CatBoost, LGB Classifier, SVM, KNN, XGBoost, Decision Tree and one Hybrid model (SVM + XGBoost). Each ML model is trained on an HR data set covering various features such as employee demographics, job-related factors and past performance records, ensuring reliable performance predictions. Feature scaling techniques, namely, min-max scaling, Standard Scaler and PCA, have been used to enhance the effectiveness of employee performance prediction. The models are trained to classify data, predicting whether an employee’s performance meets expectations or needs improvement.

Findings

All proposed models used in the study can correctly categorize data with an average accuracy of 94%. Notably, the Random Forest model demonstrates the highest accuracy across all three scaling techniques, achieving optimise accuracy, respectively. The results presented have significant implications for HR procedures, providing businesses with the opportunity to make data-driven decisions, improve personnel management and foster a more effective and productive workforce.

Research limitations/implications

The scope of the used data set limits the study, despite our models delivering high accuracy. Further research could extend to different data sets or more diverse organisational settings to validate the model’s effectiveness across various contexts.

Practical implications

The proposed ML models in the study provide essential tools for HR departments, enabling them to make more informed data driven decisions with regard to employee performance. This approach can enhance personnel management, improve workforce productivity and fostering a more effective organisational environment.

Social implications

Although AI models have shown promising outcomes, it is crucial to recognise the constraints and difficulties involved in their use. To ensure the fair and responsible use of AI in employee performance prediction, ethical considerations, privacy problems and any biases in the data should be properly addressed. Future work will be required to improve and broaden the capabilities of AI models in predicting employee performance.

Originality/value

This study introduces an exclusive combination of ML models for accurately predicting employee performance. By employing these advanced techniques, the study offers novel insight into how organisations might transition from a conventional evaluation method to a more advanced and objective, data-backed approach.

Details

International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

Keywords

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