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Laura Green, Director of Event Planning at the Nova Waterfront Hotel in Baltimore, had been through the hiring process many times. She was comfortable with Nova's selection and behavioral interviewing processes. They had only interviewed two candidates for the open senior event manager position, yet they had been discussing what decision to make for two and a half hours. Normally, these kinds of meetings wrapped up in 30 minutes with a clear consensus. Today, they were gridlocked, unable to agree on a path forward. Green suggested that they all “sleep on it.” They would get together first thing in the morning, when they were fresh, and decide what to do.

The data for this case were collected via personal interviews with employees of the hotel and from information on the company's website, other company resources, and publicly available information about the company. Only the hotel's name, parent company's name, and people's names have been disguised to protect the confidentiality and anonymity of the individuals. The author has no relationship to the host organization or protagonist.

This case is appropriate for an undergraduate or graduate course in Human Resources Management, Organizational Behavior, or Recruiting and Selection.

This case may be used to illustrate, analyze, and evaluate the selection process and interviewing approaches (e.g. behavioral interviewing). The importance of selection, best practices for selection, candidate assessment methods, best practices for candidate interviews, and common biases which affect the fairness of selection processes are reviewed.

This case study is based on an MBA team's experience in analyzing a scrap metal recycling business and developing recommendations to improve the performance of the business. The company, Steel City Salvage, has three locations which are managed as separate business entities. The case focuses on the business repercussions of the poor integration across the three locations, and the team's choice of options to improve the integration. These options include changes in organizational structure, processes or culture/leadership style. The case allows students to see how their own experience and education may bias their selection of a preferred option.

Ms. Cindi Bigelow, COO and third generation in her family to head the R.C. Bigelow Tea Company, located in Fairfield, CT, believed one strategy to move her business forward would be to attract a younger audience for her product line. Hot tea appeals primarily to women 45+ who typically drink the beverage for its soothing effects. A test market, designed to make hot tea more appealing to a college-age audience, was conducted at a nearby university by a Students in Free Enterprise (SIFE) team drawn from the chapter's membership. Key words: Target audience, market segmentation, demographics, market research, promotion mix, advertising, copy development, media selection.

In March 2007 C. James Prieur, CEO of insurance provider Conseco, was faced with a crisis. The front page of the New York Times featured a story on the grieving family of an elderly woman who had faithfully paid for her Conseco long-term care (LTC) policy, only to find that it would not pay her claims. Her family had to pay for her care (until her recent death), which unfortunately resulted in the loss of the family business. The family was now very publicly pursuing litigation. For a company that depended on thousands of employees, investors, and independent agents who sold the insurance plans, this reputational risk was a serious threat. On top of this immediate crisis, all signs in the industry were pointing to the fact that the LTC business itself was not viable, yet over the years Conseco had acquired a number of LTC insurance providers. Students are asked to analyze not only what Prieur’s priorities should be in addressing the immediate crisis but also the risks inherent in the LTC industry and how this might affect Conseco’s success as a business moving forward

After reading and analyzing the case, students will be able to:

• Analyze the risks in the long-term care insurance industry

• Distinguish the various types of risk that caused a company’s crisis and recognize the potential for contagion

• Brainstorm how the risks faced by Conseco could have been avoided or better contained

• Recommend the first steps C. James Prieur and the Conseco leadership team should take to rectify the New York Times article crisis

Analyze the risks in the long-term care insurance industry

Distinguish the various types of risk that caused a company’s crisis and recognize the potential for contagion

Brainstorm how the risks faced by Conseco could have been avoided or better contained

Recommend the first steps C. James Prieur and the Conseco leadership team should take to rectify the New York Times article crisis

The learning outcomes are as follows: to understand the cultural and ethical dimensions revolving around the issue of female feticide; to apply the lens of institutional theory with respective change management measures; and to analyze and evaluate the impact of such intervention programs such as Beti Bachao Beti Padhao in the context of emerging economies such as India.

This case attempts to highlight the innovative and effective governance approach by the Government of Rajasthan (India) and, in particular, the State Health Assurance Agency to curb the menace of female feticide and the rising cases of abortion and sex determination in an attempt to favor a male child. The case concentrates on mainly three dimensions of Indian societal ecosystem, namely, the grave concern of preference of male child over female child leading to widespread cases of female feticide in different states in India with specific focus on the state of Rajasthan; the role of cultural dimension which primarily drives such preferential treatment in rural and urban areas in India; and the importance of using effective policy measures in monitoring various activities, introduction of incentive schemes to patients for preventing sex determination and promoting the birth of female child.

This case can be used as a teaching material in the Public Policy course – Social Welfare and Health Policy, Policy interventions, organization theory and change management at the Graduate/MBA level.

Teaching notes are available for educators only.

CSS 10: Public Sector Management.

This case explains marketing process for follow-on equity offerings, the direct and indirect costs of issue, and the long-run performance of equity issuers. Students use analysts' projections from which to estimate the intrinsic value of the company's share—including the cost savings from the VEBA and financial improvements over the next several years. It is appropriate for use in corporate finance courses covering the topics of capital raising, equity financing, capital structure, costs of financing, funding alternatives, investment banking, and valuation. It presents the classic profile on an equity issuer—a firm whose stock price has risen to new heights in recent months. Will the issue lead to additional value that creates opportunities for shareholders, or is it a sign the firm is overvalued? The case explores the thinking of a prominent investment manager who had accumulated a large stake in Goodyear and who did not see the need for Goodyear to make an equity issue at this time. The company's position was that the high stock would allow it to further strengthen its balance sheet and pursue international growth opportunities. Students are asked to decide what the investor should do with respect to the current offer—buy, sell, or hold.

This study aims to use a variant from the family of discrete choice models, i.e. the logit model, to analyse the relationship between the Y dependent and X explanatory variables. This model addresses the linear probability model's main drawback by constraining the probabilities of the Y outcome between 0 and 1. The logit model also offers an extra advantage, in that it can provide odd ratio estimations.

This is a compact case written specifically to teach statistics, econometrics and research method. It has an accompanying data set for the case-users to do hands-on statistical analyses. The data set has been collected from a questionnaire survey from the students enrolled in Attitune, i.e. the music school that the case protagonist founded.

The case revolves around a relatively new music school, Attitune Music, established in July 2017 in the heart of the capital city of a northern state in Malaysia. Michael Lee Wei-Pin was the founder of Attitune Music Sdn. Bhd. He was also one of the four music instructors of Attitune Music. His speciality instruments were the guitar and the piano. The case opens with the case protagonist, Michael, pondering over Attitune’s performance in terms of its music students’ enrolment. Attitune faced a major challenge – its student enrolment had remained more or less constant since its establishment. Low and/or constant number of students could ultimately translate into stagnant or even worse, shrinking revenues for Attitune. To attract more students, Michael had been toying with the idea of injecting new elements into Attitune’s music lessons, something different from what other music schools were offering and that could be unique selling points for Attitune. With this in mind, Michael surveyed Attitune’s students to gather information that could help him gauge the potential and feasibility of his idea.

This case is well positioned to be perhaps the pioneer Malaysian teaching case to be written to teach courses in statistics, econometrics and research methods. The case can be easily adapted to teach at either the introductory or at an advanced level.

Bruce-Alfred Technologies (BAT) has built a successful business selling packaged software. Its marketing has long promised free technical support to all customers, a key point of differentiation from BAT's competitors. However, the call center providing tech support is now in crisis. Wait times for callers are unacceptably high, leading to low customer satisfaction and negative press. BAT managers are evaluating the Fast Track Proposal, which would create two classes of calls. Fast Track calls would be promised a one-minute wait but pay for service. Standard calls would still be free but be given lower priority and have no wait time guarantee. Considers both the operational impact of this change and the strategic considerations of backing away from free tech support.

To emphasize the impact of priorities and alternative ways of managing capacity, discuss different ways of pricing services--i.e., pay-per-transaction vs. subscription, and demonstrate the basics of the relation between utilization and delay.

After reading and analyzing the case study, the students would be able to understand the complexities of leadership and decision-making in a diverse workplace, specifically when promoting differently abled employees; explore the importance of fostering an inclusive environment, addressing biases and developing empathy in the context of leadership and diversity; explore the challenges and considerations involved in managing a team with diverse backgrounds and abilities; and evaluate the potential impact of promoting employees with disabilities on the morale and retention of other team members.

This case study is about a hearing-impaired individual, Jessica, who was recently hired by a medium-sized organization, Zerial Education. She was the organization’s first hire with a disability, and some of her colleagues were skeptical about how she would fit in. There was a clear bias against her because of her disability, and she faced many challenges while proving herself and earning the respect of her colleagues. Despite the initial skepticism and bias, she quickly proved herself to be a valuable member of the team. As the appraisal period arrived, Stan Logan, her reporting manager, faced a tough decision. He wanted to be fair and avoid to seem to be biased, yet he was also committed to fostering diversity and inclusion. If he promoted Jessica, it would affirm the company’s commitment to diversity and inclusivity, and it would also validate Jessica’s impressive year of work. However, this might come at the cost of creating tensions among the other top performers who were also deserving of the promotion and potentially complicating client interactions owing to Jessica’s hearing impairment. Logan had to navigate these complexities and make a decision that aligned with both the company’s values and operational needs, while also considering the potential consequences on team morale and client relationships.

The case is suitable for use by students at an MBA level. Human resource management: In this course, students might learn about the legal and ethical issues surrounding disability in the workplace, as well as strategies for recruiting and retaining employees with disabilities. Organizational behavior: In this course, students might learn about the psychological and social factors that influence how individuals with disabilities are perceived and treated in organizations, as well as how to promote diversity and inclusion within a company.

Teaching notes are available for educators only.

CSS 6: Human resource management

Ned Piper needs to improve the performance of Acme Lumber’s Broken Arrow store. There are two candidates for the store manager’s position, Larry Frazier and Chip Farmer. Larry has worked for Acme for 35 years in a variety of positions and is related to the Johnson family who has owned and managed Acme for three generations. Chip has worked for Acme for 19 years and has successfully helped to turn around another store. Chip is not related to the Johnsons. Ned is feeling pressure from the business and family to make the right decision. Which candidate should he select to become a manager?

The authors used a case study methodology.

Human resources, selection, staffing, and family business management.

Socioemotional wealth perspective, and agency theory.