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The case dwells with the following theoretical concepts: Appreciate the different need dimensions required to motivate different employee types based on need theory (Alderfer, 1969). Identify the functional needs as per Maslow’s need hierarchy (Hall & Naougaim, 1968) for the permanent and contractual workers. Outline why only hygiene factors are insufficient to arrest worker absenteeism during a pandemic like COVID-19. Apply need theory and “Herzberg’s two-factor theory” (Herzberg, 1966; Herzberg et al., 1957) to enumerate the measures that need to be implemented to build supply chain resilience by reducing absenteeism by motivating employees.

The case is based on primary research carried out by the authors at Alkem Laboratories Ltd., Sikkim unit in India, during the COVID-19 pandemic that hit the company leading to high absenteeism of contractual workers.

Alkem Laboratories Ltd. is a leading pharma major from India with a global footprint. At the break of COVID-19 pandemic, the manufacturing unit of the company at Sikkim is facing the scare of mass absenteeism, especially among the contractual workers who account for 60% of the workforce of the unit. Ashok Priyadarshi (Vice President, Human Resources) and his team along with the think tank of the unit have to find a solution to the problem at hand. What shall be the measures that the think tank will propose? The team sets out to find an answer to these questions so that Alkem could seize the business opportunity at the wake of the COVID-19 pandemic.

The case is suitable for undergraduate- and graduate-level courses in organizational behavior, organizational change and development and supply chain risk management. The case can also be positioned for executive education and training modules in companies on employee motivation and commitment.

Lean thinking and organizational culture

MBA, Executive Education, Post Graduate Diploma

The case details the adoption of lean thinking at K-Way, a contemporary technical textile manufacturer of outdoor apparel and accessories. The case covers the 12-year journey at K-Way, detailing the process and cultural improvements the company underwent. The case closes as Bobby, the General Manager at K-Way, thinks about his new challenges. The CEO of K-Way’s parent company, Cape Union Mart, wants Bobby to start devolving the lean thinking approach to other units within Cape Union Mart, in particular a newly acquired and under-performing children’s clothing business. Bobby is excited at the prospect, but simultaneously anxious about the work that still needs to happen at K-Way and more importantly, whether the organization is ready for his, and his key consultant-coach’s withdrawal as the primary “voices” of lean thinking. Would there be a reversal of progress in their absence and how can they counter this?

Understanding lean thinking as a management system and not a mere set of tools for waste reduction, while recognizing the importance of waste reduction. An understanding of how to entrench lean thinking in an organization after initial adoption with specific emphasis on the following: Kata and scientific thinking – what it is and how it can be employed; Hoshin Kanri/Strategy Deployment – what it is and how it can be used; Leader Standard Work, what it is and how it can be used. Consider responses for a company that has been on a lean journey for 10 years, with a focus on how (or if) lean leaders can withdraw from the operation.

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: 9: Operations and logistics

After completion of the case study, the students will be able to understand the importance of being culturally savvy when working in a culturally diverse environment and managing people from different cultures; critically reflect on the risks resulting from the absence of a clear direction from the company’s top management regarding unifying corporate values and a diversity policy for cooperation across cultures; be aware of best practices in implementing diversity management (DM) initiatives in the company; and learn that changes in the strategic orientation (i.e. focus on automation projects) must be cascaded down to hard elements of structures, processes and systems, as well as to soft elements of skills, staff and management style.

The Kuwaiti branch of a Japanese corporation specialising in control systems and instruments, Rising Sun IT, hired a German professional, Alex, to handle the increasing demand for automation from customers. This recruitment followed several unsuccessful attempts by the company to deliver more advanced automation solutions. Recognising the need to adapt to Kuwaiti customer requirements or risk losing market share, Japanese management understood the importance of transforming their engineering staff. Failure to achieve this next automation step would result in a steady decline in market share and ultimately impact the company’s survival. However, Alex, who was supposed to lead automation projects, was confronted with opposition from the Indian engineering staff and managers. He was not able to find common ground with the staff and perceived issues such as lack of communication, delays in work schedules, missed deadlines and high levels of absenteeism, as a sign of low work morale. Although he tried to increase the awareness of his supervisor and other managers by informing them repeatedly about the problems regarding employee behaviours, his interventions went unheard. He felt ousted by his fellow colleagues and the other employees. Besides, from Alex’s point of view, the Japanese top management did not provide clear directions to the staff and explicit support to Alex in his efforts. This case study highlights three dimensions of Alex’s problem with establishing and maintaining working relationships with other people in the company:▪ Alex’s cultural “blindness” and ignorance of differences in work behaviours that ultimately led to his inability to build solid and trustful relationships with other employees. The case study demonstrates Germany’s performance-oriented and individual-centric culture versus India’s family- and community-oriented culture and the Japanese employees’ strongly hierarchical and company loyalty-oriented culture.▪ Lack of support from the Japanese top management to Alex, which is connected with a wider problem of the lack of a systematic strategic approach to managing a culturally diverse workforce. The case study pinpoints the rhetoric–reality gap in DM in the company, where the diversity, equity and inclusion programme and corporate values were applied only formally and had little attention from the leaders as well as non-managerial employees.▪ Employee resistance to change: The lack of positive communication from the top management level in the company regarding automation projects and the lack of support for Alex’s mission in the company resulted in steady resistance to executing projects, which endangered the company’s survival in the market. Also, one part of Alex’s problem with building a working relationship with the Indian engineering staff was based on the fact that others perceived him as the automation “change agent” – an advocate and catalyst of an undesirable change connected with adverse consequences on employment in the Indian community.

This case is intended for discussion in undergraduate management and business study programmes.

Teaching notes are available for educators only.

CSS 6: Human resource management.

The focused case is a “disguised case” developed based on a real-life apparel company in Sri Lanka. The authors have disguised the company name and have not revealed the identity of the key respondents and any data, which makes the firm obvious. However, the processes and practices reported represent the actual scenario of the company (gathered through interviews done mainly with the case protagonist, General Manager (GM) – Risk and Controls) and the authors have not fabricated any data.

Having established itself as a pioneer in the apparel industry in Sri Lanka, Dots & Lines reached the pinnacle of its performance in 2019. Following the outbreak of COVID-19, the situation turned unfavorable: global customers canceled orders by the end of the first quarter of 2020. It experienced settlement delays, increased freight charges and supply chain barriers. The virus spread among the operational staff, leading to health and safety issues and absenteeism. On April 2020, the executive committee gathered and decided to form a position titled “General Manager (GM) – Risk and Controls” and a team to turn around the company. Dots & Lines witnessed the harvest of the risk management turnaround measures pioneered by GM – Risk and Controls, from the first quarter of 2021 with impressive revenue and profit figures. It developed a pool of key strategic customers, while key performance indicators dashboards and the risk matrix provided vital insights in moving forward.

The case, Dots & Lines is written for use in undergraduate and graduate-level classes in business administration and management degree programs. The focus aligns with discussions on industry competition, controls and risk management. Of further importance, the case is applicable to discussions on topics in strategic management accounting courses.

This case can be used in teaching business ethics, organizational behaviour and human resource management. More specifically, romance in the workplace, discrimination, absenteeism, sneaking and cyberloafing in the workplace.

This case can be used for both undergraduate and postgraduate students particularly for business ethics, organizational behaviour, human resource management and leadership courses. Students/participants are challenged to identify the major issue in the case and help the decision maker to make a decision.

This case demonstrates the unethical behaviour of Natacha and Noman Ali. Natacha refused to comply with the company’s code of conduct and breached the company’s rules and regulations. Natacha used the company’s resources to carry out her personal business and also cheated on her attendance records, and the Director of Enforcement and the Inspectorate Division, Noman, continued to back and support her. Madam Siti Hajar had consulted and advised her many times, but Natacha did not pay attention to her advice. Madam Siti was in a dilemma: whether to report this unethical situation to the top management or to tolerate this situation and remain silent.

Expected learning outcomes are as follows: to identify and describe major issues related to workplace unethical behaviour; to provide examples of the concepts of commitment, dedication, fairness, discrimination and ethical leadership; to identify and analyse individual and organizational factors that may affect individuals’ unethical behaviour; to instruct students of the scientific methods involved in making decisions; and. to help students to think thoroughly, deeply and critically to make decisions that can solve the problem at hand.

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.

The learning objectives are intended to stimulate the students’ comprehension of the various challenges faced by Indian startups in the digital ecosystem. With the changing working dynamics in organizations around the globe, managers are expected to explore unconventional business models to facilitate operational growth. The case study is a valuable resource for graduate students to enhance and evolve their critical thinking and solution-oriented skills as forthcoming managers of digital businesses. Students should be able to analyze the case, respond to the questions and evaluate the consequences of workplace flexibility, moonlighting and its applicability in an organizational context. With the Indian Government introducing schemes such as the Digital India initiative and Startup India, it is predicted that numerous startups will opt for digital business standards and a remote work approach. The case bridges classroom theories and a real-life digital company to help students connect with emerging market scenarios.

During the digital era, India witnessed a shift in companies’ work culture, which amplified when COVID-19 hit the country. Organizations started to work remotely and experienced the numerous benefits it brought. The comfort of working from home was greater for digital businesses whose significant operations could be performed online. However, is it really that productive for digital companies to telecommute? The case illustrates how a digital company, Career Pandit, formed in 2018, unfurls and expands its business and further highlights the challenges the pandemic raised concerning people management. In addition to the discussion, the purpose of the case is to determine the implication of workplace flexibility and moonlighting and how Indian startups cope with the uncertain future challenges it brings.

Under graduate and postgraduate students.

Teaching notes are available for educators only.

CSS 6: Human Resource Management.

This case study focuses on change management and employee resistance when implementing a new initiative. The case may be helpful to students to clarify their understanding of the following: the importance of employee involvement in the change management process in the government sector. Understand how to help employees to deal with change more effectively, maintaining their commitment and bringing them successfully through the change. Understand the importance of communication during the change process. Successful approaches used when implementing change, such as the Lewin model and Kotter 8. The obstacles to change, including resistance and adverse reactions to change and connecting employees, as well as the causes of resistance when implementing a change.

The Crown Prince’s Court is an independent government entity established in 1971, providing support to the Crown Prince of Abu Dhabi with the help of almost 300 employees. The Training and Career Development subsection headed by Sumaya Al Saedi decided to initiate an online training and development program for employees. Given that national service, maternity leave and emergency leave had led to working pressure and less training and development for the employees, Sumaya and her team realized that few employees were registering for the course and few of those that did register actually completed their course. Several causes were identified that had led to employees avoiding the online courses. Work pressure and technical issues were among the most salient reasons that kept registered employees from completing the course. The lack of policies at an institutional level to aid changes in training structures reduced the number of employees who felt that they could register for the courses. Therefore, Sumaya and her team had to decide how to attract their employees to online courses and how to support them.

This case study was written for Change Management courses in Bachelor of Business Administration programs. This case examines employee resistance to change when implementing a new system. It can, therefore, be used for undergraduate-level courses. As it concerns employees during the implementation of changes, this case study can be used to help students develop their planning and implementation skills. By focusing on internal departmental challenges, students are introduced to the change process of implementing an initiative and how to deal with employees in the organization.

Teaching Notes are available for educators only.

CSS 6: Human Resource Management.

This case study is best suited for courses in career management, stress management, work–life management or science of well-being in organization behavior (OB) or human resources management (HRM). This case study is targeted at the MBA or executive development programs. The learning outcomes of this case study are as follows: to analyze the challenges in balancing Suraj Kumar’s (the protagonist) work–life balance situation and identifying the main causes of such a conflict. What are some strategies that could be used to address these issues? To develop a plan to balance work responsibilities with family and personal life. What specific actions could he take to achieve this balance? To design a training program for employees that addresses work–life balance issues. What topics would you cover in the training, and what methods would you use to deliver the content? To create a proposal for a flexible work arrangement program that an organization could offer to its employees. What would be the benefits of this program, and how would it be implemented and managed? To develop a business case for why an organization should prioritize work–life balance for its employees. What are the potential benefits of doing so, and how can the organization measure the impact of its efforts?

This case study discusses conflicts due to competitive priorities that people face in balancing the pressures, roles and responsibilities between their professional life (careers) and their personal life, and the trade-offs that they make across these multiple aspects of their lives. This case study revolves around Suraj Kumar, a successful consultant, who was offered a promotion as the executive director for the social sector. This promotion would require extensive travel and time away from his family. Kumar was struggling to balance his work responsibilities with his family life and his involvement with the Smile and Shine Foundation, which supports the education of children from economically weaker sections of society. He was reflecting on his past and present and trying to figure out how to prioritize his commitments while also achieving his personal and professional goals.

This research has shown that a case discussion and role-play can be effective for a less experienced audience. Instructors can provide multiple perspectives to stimulate reflection and debate. For executive MBA or executive development programs, a self-reflection exercise is recommended. Participants in these programs may have personal experience dealing with or may know others who have dealt with work–life balance issues, making self-reflection a valuable tool.

Teaching notes are available for educators only.

CSS 6: Human resource management.

This case describes the experience of Kanpur Confectioneries Private Limited (KCPL), a family managed company, in being a contract manufacturer for A-One Confectioneries Private Limited. The alliance had worked to the advantage of KCPL. It had prospered as a profitable contract manufacturer. It had used the surplus to diversify into unrelated businesses. The family members, however had doubts regarding the employment opportunities provided by the move. They were not sure whether the progress was sustainable. Alok Kumar Gupta, Chairman and Managing Director of KCPL, along with his brothers and son, is required to review the strategy and performance of his company and develop a course of action for the future.

Womenomics is the idea that women’s economic development will lead to improving the economy as a whole

The case is a primary case. Gender equity is about treating men and women fairly, data for the case was collected through interviews with the protagonist Ms Kalpana Anand.

Although women are capable of writing their own destiny regardless of what they are and where they come from, Kalpana Anand, the Executive Director of Avaneetha Textiles, believes that education plays an essential role in empowering women. Accordingly she is determined to offer shop floor jobs to young underprivileged women aspiring dropouts that provides them an opportunity to learn while they earn. Established in the year 2004 in Coimbatore, Avaneetha Textiles is currently being managed by two sisters Uma (Managing Director) and Kalpana. Although this business model supports around 900 young women, not all have made the most of it. Only 25% of their employees benefitted from the “learn-while-you-earn” program promoted by the company. Kalpana realized that such a conduct would hinder the achievement of empowering women. Therefore, the challenge before her was to motivate more women to enroll for different courses and thereby improve the quality of their life.

Graduate or post-graduate level of courses in management, commerce, sociology, social work and related subjects.