Ivey Publishing

Managing Human Resources Through Strategic Partnerships

Jackson, SE., Schuler, R.S.,9/e (United States, Cengage Learning, 2006)
Prepared By Laura Guerrero, Ph.D. Student (Organizational Behaviour)
Chapter and Title Chapter Matches: Case Information
Chapter 1:
Managing Human Resources Through Strategic Partnerships

Alison Konrad

Product Number: 9B05C017
Publication Date: 6/14/2005
Revision Date: 9/28/2009
Length: 10 pages

The Aspect Group is a small entrepreneurial marketing company that focuses on brand management. Having worked in the industry for a number of years both as permanent employee and freelancer, Marie Bohm founded the Aspect Group with a goal of developing a humane work environment with work-life flexibility. To grow the business, she is faced with two choices: she could partner with a small local firm or link with a high-profile firm in Toronto. The latter would provide greater visibility and credibility but she is concerned that the demands could alter the work-life flexibility qualities she valued. A video is available, product # 7B05C017.

Teaching Note: 8B05C17 (7 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Strategic Alliances; Family-Work Interaction; Women in Management; Human Resources Management
Difficulty: 4 - Undergraduate/MBA

Kathleen E. Slaughter, Jiping Zhang, Donna Everatt

Product Number: 9A99C014
Publication Date: 6/4/1999
Revision Date: 1/14/2010
Length: 14 pages

Alpha Gearing Systems Shanghai Co., Ltd. (Alpha Shanghai), a joint-venture between Alpha Gearing Systems of Illinois, USA (a large producer of gearing products), and Kai Li Machine Systems (one of China's largest manufacturers of gearing systems for mopeds and motorcycles), had invested several millions of dollars in tooling in the hope of winning a major contract. The general manager of Alpha Shanghai had made the decision that the next round of negotiations would either significantly advance, or sever, the relationship between Alpha Shanghai and San Yu Mopeds, a large Chinese moped producer, and a customer which Alpha Shanghai had hoped would become one of its largest. The case decision revolves around Alpha Shanghai's senior management perspectives, strategy and assumptions which affected the negotiating process, and specifically how their communication patterns were affected by their experience and culture.

Teaching Note: 8A99C14 (10 pages)
Industry: Manufacturing
Issues: China; International Business; Communications; Negotiation; Interpersonal Relations
Difficulty: 4 - Undergraduate/MBA

Chapter 2:
Understanding the External and Organizational Environments

James A. Erskine, Fabian Marks

Product Number: 9B00C015
Publication Date: 8/29/2000
Revision Date: 1/7/2010
Length: 13 pages

The newly-hired group product manager of Caribbean Foods Limited (a wholly owned subsidiary of Intasco Ltd, USA, and importer of Intasco's food, bakery and pet food products) was frustrated after just six weeks in his position. He felt his creativity was being stifled and that there was no way to please his new boss; he was beginning to doubt himself. He began to consider his alternatives: Should he try to work things out? Should he change his style and just work with the system to fit into the culture of the company? Should he resign?

Teaching Note: 8B00C15 (6 pages)
Industry: Manufacturing
Issues: Employee Relations; Interpersonal Relations; Conflict Resolution; Career Development
Difficulty: 4 - Undergraduate/MBA

Anne Marie Francesco, Bee-Leng Chua

Product Number: 9B05C005
Publication Date: 3/22/2005
Revision Date: 9/28/2009
Length: 10 pages

The Hong Kong Jockey Club, a non-profit gaming organization and social club founded in 1884, was unusual, for through its payment of taxes and donations to the community, it had over the years funded a sizeable portion of Hong Kong government expenses and charitable work. The newly hired director of the information technology department is concerned about inefficient operation. The IT division had been an established part of the club for many years, and throughout time, had been organized and reorganized to meet the changing needs of the club. A task force is put together and an external consultant is brought in to review the division's organization. Upon completion of the review, the director of the division learns that the person heading the review plans to resign and must decide what to do.

Teaching Note: 8B05C05 (8 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Organizational Structure; Group Behaviour; Corporate Culture; Change Management
Difficulty: 4 - Undergraduate/MBA

Gerard Seijts, Ken Mark

Product Number: 9B04C004
Publication Date: 1/16/2004
Length: 14 pages

In 2002, approximately 1,000 Arthur Andersen employees joined Deloitte & Touche, effectively creating the largest professional services organization in Canada. The combined entity employed 6,600 people and represented annual billings of over $1 billion. A co-chair for the national integration team was faced with a huge challenge: to develop a company-wide plan to create support materials to aid the Deloitte staff in integrating the Andersen staff in the organization. The integration process was monitored through a monthly survey and would be used by the team to benchmark unit to unit over time, and to take remedial action at specific stages if the integration goals were not attained. The most recent survey indicated that Deloitte employees felt that in the company's haste to finalize the deal with Andersen, it was forgetting about its own employees. Some within the Deloitte organization did not understand the amount of attention given to Andersen employees, whom they viewed as damaged goods. The co-chair and integration team must determine the best way to deal with the feedback and the cultural differences that are surfacing.

Teaching Note: 8B04C04 (7 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Change Management; Mergers & Acquisitions; Employee Attitude; Corporate Culture
Difficulty: 4 - Undergraduate/MBA

Chapter 3:
Ensuring Fair Treatment and Legal Compliance

David J. Sharp, Ken Mark

Product Number: 9B02C014
Publication Date: 4/8/2002
Revision Date: 10/29/2009
Length: 7 pages

Northeastern Mutual Life is a large insurance company. As a result of falling profitability, the chief executive officer has to evaluate the rights of various stakeholders as he plans to reduce staff. He must quantify in dollar terms the moral claims of shareholders and various other stakeholders, and apply ethical analysis where legal requirements are unclear. In particular, he must decide how to manage the layoffs and the implications to the company of the payout of pension benefits.

Teaching Note: 8B02C14 (4 pages)
Industry: Finance and Insurance
Issues: Ethical Issues; Employee Termination; Productivity; Human Resources Management
Difficulty: 4 - Undergraduate/MBA

James A. Erskine, Michael Sartor

Product Number: 9B04C008
Publication Date: 4/5/2004
Revision Date: 10/6/2009
Length: 20 pages

In less than six months, a telecommunications company has faced two incidents of alleged violations of the Canadian Human Rights Act. The general manager spent considerable time interviewing employees about the first incident. He then reported his findings, and the Canadian Human Rights Commission confirmed that no discrimination had occurred. Just a few months later, an employee approached her supervisor, alleging sexual harassment by a colleague. The company's general manager must not only deal with the second incident, he wonders whether he needs to draft a human resources policy to outline employee rights and responsibilities under the Canadian Human Rights Act.

Teaching Note: 8B04C08 (9 pages)
Industry: Information, Media & Telecommunications
Issues: Human Resources Management; Discrimination; Human Rights; Sexual Harassment
Difficulty: 4 - Undergraduate/MBA

James A. Erskine, Michael LeBoldus

Product Number: 9B03C016
Publication Date: 5/1/2003
Revision Date: 10/17/2009
Length: 5 pages

Bombardier Aerospace is a division of Bombardier Inc., the world's third largest airframe manufacturer. The manager of ground based training operations at the flight training school discovers an inconsistency in the relocation policy. Investigating the policy further, he feels the definition of the policy is not clear and therefore not fair to all employees. He must decide whether he should try to change the policy, and consider the consequences.

Teaching Note: 8B03C16 (4 pages)
Industry: Manufacturing
Issues: Employment Equity; Personnel Management; Human Resources Management; Benefits Policy
Difficulty: 4 - Undergraduate/MBA

Chapter 4:
HR Planning for Alignment and Change

James A. Erskine, Adam Kramer

Product Number: 9B04C020
Publication Date: 6/24/2004
Revision Date: 10/7/2009
Length: 13 pages

InsureTech is an online insurance business focusing on the small business owner market. An analyst with the company was asked to investigate and determine a solution for the problem of tracking and reporting sales results, currently a manual process. The analyst assigned to the project would work independently and was aware that the success of this project would significantly benefit the company but would also boost his own career. After six months of working on the project, the analyst presented the new system to the management committee. The system was well received but there were some reservations; he felt these issues would be resolved within a year. The launch date was set for the following month and he prepared the plan to ensure a smooth implementation. Weeks after the launch, the analyst discovered that the sales staff was still using the manual process and feedback on the new system was not favourable. He must determine why the sales staff are reluctant to use the system and what steps to take to deal with this resistance to change.

Teaching Note: 8B04C20 (5 pages)
Industry: Finance and Insurance
Issues: Sales Management; Performance Measurement; Management of Change; Organizational Change
Difficulty: 4 - Undergraduate/MBA

Joerg Dietz, Alan (Wenchu) Yang

Product Number: 9B03C025
Publication Date: 8/19/2003
Revision Date: 10/17/2009
Length: 12 pages

Salco (China) is a global manufacturer of burners for hot-water boilers and industrial furnaces and ovens. The company has recently hired a new operations manager for their plant in China whose mandate is to improve the efficiency of the Beijing office, to eliminate Salco's Chinese distributors' poaching behavior and to elevate Salco's brand equity in the Chinese market. After implementation, the initiative to eliminate distributors' poaching had failed and the company's operations manager must determine why this initiative failed and prepare a report for senior management.

Teaching Note: 8B03C25 (11 pages)
Industry: Manufacturing
Issues: China; Management in a Global Environment; Personnel Management; Organizational Behaviour; Change Management
Difficulty: 4 - Undergraduate/MBA

Joerg Dietz, James A. Erskine, Michiel R. Leenders

Product Number: 9B00C024
Publication Date: 2/5/2001
Revision Date: 1/8/2010
Length: 12 pages

Budget pressures were forcing Talbot University's supply department to reduce its costs. While the workload remained high, the department head wondered how to reorganize the department and the work processes so that the work could be done within a reduced budget. Working towards a solution, he needed to apply principles of organization design to improve the efficiency of the department and then develop an action plan for the required organizational changes.

Teaching Note: 8B00C24 (10 pages)
Industry: Educational Services
Issues: Organizational Design; Organizational Change; Organizational Structure
Difficulty: 4 - Undergraduate/MBA

Chapter 5:
Using Job Analysis and Competency Modeling

Bernie Portis, Pamela Tebbutt

Product Number: 9A92C008
Publication Date: 8/5/1992
Revision Date: 3/8/2010
Length: 7 pages

A project team manager faces the issues of managing employee's expectations and minimizing the resistance to change while implementing an automated Job Vacancy Notification System (JVNS) at the bank. The JVNS was proposed by the Task Force on the Advancement of Women to promote equal access to job information to all employees. This is a continuation of The Bank of Montreal - The Task Force on the Advancement of Women in the Bank (A).

Teaching Note: 8A92C08 (7 pages)
Industry: Finance and Insurance
Issues: Information Systems; Staffing; Women in Management; Management of Change
Difficulty: 4 - Undergraduate/MBA

Fernando Olivera, Ann C. Frost, Ken Mark

Product Number: 9B01C020
Publication Date: 10/18/2001
Revision Date: 12/16/2009
Length: 9 pages

Blinds To Go is a manufacturer and retailer of customized window coverings. The company has been steadily expanding the number of stores across North America. The vice chairman is concerned with the lack of staff in some of these newly expanded stores. With plans of an initial public offering within the next two years, senior management must determine what changes need to be made to the recruitment strategy and how to develop staff that will help them achieve the company's growth objectives.

Teaching Note: 8B01C20 (6 pages)
Industry: Manufacturing
Issues: Human Resources Management; Corporate Culture; Action Planning and Implementation; Employee Retention
Difficulty: 4 - Undergraduate/MBA

Chapter 6:
Recruiting and Retaining Qualified Employees

Joerg Dietz, Ken Mark

Product Number: 9B01C010
Publication Date: 11/29/2002
Revision Date: 12/15/2009
Length: 9 pages

As a startup in the online sales incentives industry, SalesDriver had a unique product to offer: online sales contests. From its early stages, SalesDriver had a great product, e-tailer relationships and initial customers who were pleased with the service. What SalesDriver needed was personnel. SalesDriver's two co-founders were facing several challenges. They were both young and making their first independent leap into the dot-com industry. With limited funding and no hiring experience, they needed to put together a staff for their company and wanted to do so within a two-week time frame. Their first need was to hire a vice-president of sales, but their candidate of preference had 15 other job offers on his plate, so time was of the essence. How much should they offer? What incentives should they include? What kind of fit would they have as a working team and would they even have enough time to assess that fit? The two friends and business partners were faced with the difficult challenge of working out a winning offer that would persuade the right person to accept a position in their very young company.

Teaching Note: 8B01C10 (5 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: E-Commerce; Employee Selection
Difficulty: 4 - Undergraduate/MBA

Joerg Dietz, Ken Mark

Product Number: 9B01C008
Publication Date: 5/18/2001
Revision Date: 12/15/2009
Length: 9 pages

SalesDriver is a start-up company that develops online software packages for sales incentive contests. The vice president of marketing and distribution, who was also a company founder, considers how to address the challenge of retaining key employees in the growing high-technology industry, where employee turnover is very high.

Teaching Note: 8B01C08 (10 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Employee Relations; Capacity Analysis; Employee Retention; E-Commerce
Difficulty: 4 - Undergraduate/MBA

Jean-Louis Schaan, Nigel Goodwin

Product Number: 9B05C035
Publication Date: 11/28/2005
Revision Date: 9/28/2009
Length: 13 pages

The human resources manager for logistics and supply chain management at BAX China must consider her company's high rate of staff turnover. In her monthly report to the managing director, the turnover had reached 12 per cent in the first eight months of the year. The human resources manager must evaluate the company's current methods of dealing with turnover and consider what additional action should be taken. Logistics was a complex and rapidly growing industry, particularly in mainland China. Many multinational and domestic service providers were entering the marketing and expanding their operations; however, these companies had to respond to complex operational challenges and escalating customer demands. The resulting demand for skilled workers led to high turnover rates across the industry and at all organizational levels, and created margin pressure and other management challenges. The case offers a uniquely Chinese perspective on workforce recruitment, management and retention. The industry and the broader economy were growing rapidly. Skilled workers were in short supply because logistics was a new and developing discipline in the former command economy. Also, in the human resources manager's opinion, cultural attitudes resulted in low loyalty among the workers.

Teaching Note: 8B05C35 (9 pages)
Industry: Transportation and Warehousing
Issues: China; Employee Retention; Recruiting; Compensation; Nanyang
Difficulty: 4 - Undergraduate/MBA

Chapter 7:
Selecting Employees to Fit the Job and the Organization

Lyn Purdy, Paula Puddy

Product Number: 9B01C025
Publication Date: 4/1/2002
Revision Date: 8/1/2019
Length: 13 pages

The director of development at a large law firm and two other members of a selection committee will be interviewing three candidates for an articling position at the firm. The director must decide what questions to ask of the three law students applying, keeping in mind what questions she could not ask of the candidates. Through role play, students are given the opportunity to develop interview questions and interview the candidates.

Teaching Note: 8B01C25 (4 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Interviewing Skills; Employee Selection
Difficulty: 4 - Undergraduate/MBA

Thomas Begley, Cynthia Lee, Kenneth Law

Product Number: 9B03C002
Publication Date: 4/2/2003
Revision Date: 10/15/2009
Length: 17 pages

The Erie Performance Polymers division manager in China and general manager of Wuhan Erie Polymers joint venture, has just received approval for his requested transfer to divisional headquarters in the United States. In preparing the division and joint venture for the change, a key decision concerns his successor. He has received information on six candidates under consideration and knows that his recommendation will carry heavy weight in the final decision. The general manager has attempted to inculcate in his mainly Chinese workforce an appreciation for Western business practices and ability to enact them. At the same time, acknowledging their substantial differences, he has tried to mix elements of both Chinese and Western values in creating a culture for the joint venture. He believes strongly that his successor must be responsive to the tensions between the relevant cultures. As he compares them, he wonders which candidate has the best set of qualities to succeed him as general manager.

Teaching Note: 8B03C02 (13 pages)
Industry: Manufacturing
Issues: China; Cross Cultural Management; International Business; Human Resources Management; Employee Selection; Northeastern
Difficulty: 4 - Undergraduate/MBA

Chapter 8:
Training and Developing a Competitive Workforce

Allen Morrison, Cyril Bouquet

Product Number: 9A99M047
Publication Date: 5/9/2000
Revision Date: 1/21/2010
Length: 9 pages

Oak Valley Inc. is a $2.1 billion Toronto-based company operating in various consumer markets. In early 1993, the company launched a management development program with the objective of promoting a culture that thrived on best practices. Five years later, the chief executive officer is attempting to evaluate the impact of the program on participants. Hoping to generate new insights that could be applied to similar events in the future, he has asked a team of five past participants to meet to discuss what they learned. This short case deals with the attitudes and behaviors most conducive to individual and group-based learning. The case provides an excellent vehicle for discussing how people learn, how teams can accelerate the learning process, and how companies can create positive learning environments.

Teaching Note: 8A99M47 (8 pages)
Industry: Manufacturing
Issues: Employee Training; Management Training; Personal Development; Group Behaviour
Difficulty: 4 - Undergraduate/MBA

Paul W. Beamish, Donna Everatt

Product Number: 9B00M003
Publication Date: 3/29/2000
Revision Date: 1/8/2010
Length: 13 pages

AWARD WINNING CASE - This case was one of the winning cases in the 2001 Regional Asia-Pacific Case Writing Competition. The newly hired director of human resources for a large golf and country club near Beijing, China has just presented her human resources plan to the company founder. At issue is whether this plan - in terms of recruiting, training and development, rewards and benefits - was directionally correct and implementable.

Teaching Note: 8B00M03 (8 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: China; Performance Evaluation; Human Resources Management; Management Training; Work-Force Management
Difficulty: 4 - Undergraduate/MBA

Paul W. Beamish, Anthony Goerzen

Product Number: 9A98M034
Publication Date: 10/30/1998
Revision Date: 9/19/2017
Length: 11 pages

A year had elapsed since Mabuchi Motor Co., Ltd. of Japan, the world's most successful producer of small electric motors, had implemented a new management training program at one of its foreign operations in China. The program had two objectives. First, it was intended to enable the corporation to maintain its strategy of cost minimization by making it possible to reduce Japanese expatriate levels by improving the management skills of local managers in foreign subsidiaries. Second, by overcoming the shortage of qualified Japanese managers, the program would also allow the continued aggressive expansion of production that had become a cornerstone of corporate strategy. The teaching purpose is to illustrate the difficulties associated with transferring a management style and corporate culture into a different national culture.

Teaching Note: 8A98M34 (11 pages)
Industry: Manufacturing
Issues: China; Organizational Change; Corporate Culture; Management Training; Subsidiaries
Difficulty: 4 - Undergraduate/MBA

Chapter 9:
Developing an Approach to Total Compensation

Lawrence G. Tapp, Gail Robertson

Product Number: 9B00M043
Publication Date: 6/20/2001
Revision Date: 1/11/2010
Length: 2 pages

The chief executive officer of a telecommunications company has been managing the company while residing out of the country. The board of directors has concerns about this and has asked him to move, but his resulting compensation demands are surprisingly high. The board of directors must decide whether to meet his demands or to look for a new CEO. Questions regarding types of management compensation, value measurement and comparability within industry are raised, as well as a discussion of the cost of a change in senior management to the company and its shareholders.

Teaching Note: 8B00M43 (5 pages)
Industry: Information, Media & Telecommunications
Issues: Compensation; Corporate Governance; Succession Planning
Difficulty: 4 - Undergraduate/MBA

Alison Konrad, Ken Mark

Product Number: 9B04C006
Publication Date: 1/26/2004
Revision Date: 10/6/2009
Length: 9 pages

Wal-Mart Stores, Inc. is a large Fortune 500 retail chain. The distinction of being the top-ranked company comes with intense scrutiny from the public and, especially, critics. Wal-Mart, a company lauded for its rapid response capability and stated commitments to gender equality is shown to be deficient in some glaring areas - the percentage of women compared to men at all levels of the company, and the compensation paid to women versus men at all levels of the company, to cite two examples. An executive vice-president must examine why these inequalities exist when the company seems to be doing everything else right. The company is the target of several gender discrimination lawsuits and the executive vice-president has the opportunity to obtain information that would be useful in the current situation, and must determine what information is needed. In the supplement, Staffing Wal-Mart Stores, Inc. (B), product 9B04C007, the executive vice-president receives information and must determine how to address the situation.

Teaching Note: 8B04C06 (7 pages)
Industry: Retail Trade
Issues: Management Decisions; Pay Equity
Difficulty: 4 - Undergraduate/MBA

Chapter 10:
Measuring Performance and Providing Feedback

Allen Morrison, J. Stewart Black

Product Number: 9A98G005
Publication Date: 3/3/1998
Revision Date: 1/29/2010
Length: 13 pages

The new president of Black & Decker-Eastern Hemisphere, attempts to introduce a new performance appraisal and management development system. Black & Decker is a relatively weak player in the Eastern Hemisphere and the president is convinced that he needs to significantly increase the number and quality of managers in the region. To assist in the development process, the president is considering introducing a US-designed Appraisal Development Plan (ADP) in the region. ADP uses 360 degree feedback from peers, subordinates, and supervisors to assist employees in building managerial skills and in increasing personal accountability. Despite a successful track record for ADP in Black & Decker North America, members of the top management team are concerned that ADP will be a failure in the Eastern Hemisphere. They argue that the system faces huge barriers due to organizational cultural issues related to staffing, systems leadership and structure. The president is flirting with disaster if he proceeds.

Teaching Note: 8A98G05 (11 pages)
Industry: Manufacturing
Issues: Management Development; Employee Training; Management in a Global Environment; Management by Objectives
Difficulty: 4 - Undergraduate/MBA

Jeffrey Gandz, Elizabeth Spracklin

Product Number: 9B03C010
Publication Date: 5/31/2003
Revision Date: 9/4/2013
Length: 7 pages

Elise Smart must decide what performance assessment to give one of her employees who has, uncharacteristically, failed to meet one of her key objectives for the year. The situation is difficult for several reasons; the causes of the unacceptable performance are not clear; the employee has previously received excellent appraisals, including a recent one by the vice-president; and the employee was absent for a good part of the year on maternity leave. The various factors that influence sustained performance (ability, motivation, resources, role clarity, reinforcement) are examined, as well as steps leaders can take in improving performance of those for whom they are responsible.

Teaching Note: 8B03C10 (7 pages)
Industry: Finance and Insurance
Issues: Motivation; Performance Evaluation; Management Performance; Management Behaviour
Difficulty: 4 - Undergraduate/MBA

James A. Erskine, Fyodor Suzdalev

Product Number: 9B04C011
Publication Date: 6/24/2004
Revision Date: 10/6/2009
Length: 13 pages

A supervisor at a telesales office has received very low ratings on an employee survey and the marketing manager is concerned that this team leader is not performing well. The marketing manager must decide what actions are needed to improve the leadership skills of this supervisor.

Teaching Note: 8B04C11 (4 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Human Resources Management; Contracting; Performance Evaluation; Leadership
Difficulty: 4 - Undergraduate/MBA

Chapter 11:
Using Performance-Based Pay to Enhance Motivation

Alexander Mikalachki

Product Number: 9A97C005
Publication Date: 6/3/1997
Revision Date: 2/3/2010
Length: 10 pages

The owners of the company were concerned with the rapid rate of growth facing their company. The company had revenues of $6.3 million and employed 30 highly skilled workers. These numbers were expected to double or triple in the next couple of years. To determine how well the company was structured to achieve its future goals, they hired a consultant he had worked with successfully in the past. The consultant's major role was to make recommendations as to the appropriate organizational design (culture, people, layers of management and administrative systems) in the event that the company grew from 30 to 60 or even 120 employees. Among other issues, questions regarding compensation were surfacing, and the owners wanted to address these questions as soon as possible.

Teaching Note: 8A97C05 (4 pages)
Industry: Manufacturing
Issues: High Technology Products; Communications; Compensation; Bonuses
Difficulty: 4 - Undergraduate/MBA

Brian Golden, Tom Gleave

Product Number: 9A98C004
Publication Date: 10/8/1998
Revision Date: 1/25/2010
Length: 13 pages

The president and general manager are reviewing a pay for performance system. The president needs to determine whether or not these systems were properly designed to ensure that they are producing higher quality product at progressively lower costs. If not, he needs to consider how he might suggest that these and other systems be changed in order to achieve cost and quality objectives.

Teaching Note: 8A98C04 (8 pages)
Industry: Manufacturing
Issues: China; Pay for Performance; Joint Ventures; Organizational Design; Change Management
Difficulty: 4 - Undergraduate/MBA

Tieying Huang, Junping Liang, Paul W. Beamish

Product Number: 9B04M033
Publication Date: 5/14/2004
Revision Date: 10/14/2009
Length: 6 pages

Jinjian Garment Factory is a large clothing manufacturer based in Shenzhen with distribution to Hong Kong and overseas. Although Shenzhen had become one of the most advanced garment manufacturing centres in the world, managers in this industry still had few effective ways of dealing with the collective and deliberate slow pace of work by the employees, of motivating workers, and of resolving the problem between seasonal production requirements and retention of skilled workers. However, the owner and managing director of the company must determine the reasons behind the deliberately slow pace of the workers, the pros and cons of the piecework system and the methods he could adopt to motivate the workers effectively.

Teaching Note: 8B04M33 (11 pages)
Industry: Manufacturing
Issues: China; Productivity; Employee Attitude; Piece Work; Performance Measurement; Work-Force Management; Peking University
Difficulty: 4 - Undergraduate/MBA

Chapter 12:
Providing Benefits and Services

Edward Akhentoolove Corbin, Betty Jane Punnett

Product Number: 9B04C053
Publication Date: 4/11/2005
Revision Date: 10/9/2009
Length: 9 pages

The merger of the Caribbean holdings of Barclays Bank Plc. and the Canadian Imperial Bank of Commerce (CIBC) is going ahead, and the reality of integration of very diverse systems and procedures has to be faced. The case deals with understanding the current situation in terms of existing policies and designing policies that would be acceptable to employees from both banks in the organization - FirstCaribbean International Bank - which would be created by the merger. A critical aspect of the merger is the harmonization of compensation and benefits that must be resolved as a matter of priority. This case may be taught on a stand alone basis, or in combination with any of four additional cases that deal with various functional issues: 1) General Management - CIBC and Barclays: Should Their Operations be Merged, product 9B04M067. 2) Information Systems - Information Systems at FirstCaribbean: Choosing a Standard Operating Environment, product 9B04E032. 3) Accounting and Finance: CIBC Barclays: Accounting for Their Merger, product 9B04B022 4) Technical note: Note on Banking in the Caribbean, product 9B05M015.

Teaching Note: 8B04C53 (6 pages)
Industry: Finance and Insurance
Issues: Consolidations and Mergers; Benefits Policy; Compensation; Change Management; University of West Indies
Difficulty: 4 - Undergraduate/MBA

Chapter 13:
Promoting Workplace Safety and Health

James A. Erskine, Eric Dolansky

Product Number: 9B03C022
Publication Date: 6/26/2003
Revision Date: 10/17/2009
Length: 10 pages

John McCulloch takes a job as assistant general manager at a meat packing plant. After a short time in the job, he discovers it was nothing like he expected, worker safety is constantly compromised, the safety of the public from consuming tainted food is compromised and everything is subordinated to the production line's constant movement. He must decide whether or not he will stay with the company.

Teaching Note: 8B03C22 (4 pages)
Industry: Manufacturing
Issues: Working Conditions; Conflict Resolution; Ethical Issues
Difficulty: 4 - Undergraduate/MBA

Christina A. Cavanagh, Ken Mark

Product Number: 9B02C003
Publication Date: 4/25/2002
Revision Date: 10/29/2009
Length: 3 pages

Teck Cominco is an integrated natural resource group with activities in mining, smelting and refining ores. A number of complaints of ill health by contract workers at one of the plants lead to medical tests. The test results revealed elevated levels of thallium. Concerned about employee safety, plant management immediately shut down the operation until it was safe for workers. The operations manager must plan how he will handle the media over the next few weeks.

Teaching Note: 8B02C03 (5 pages)
Industry: Mining, Quarrying, and Oil and Gas Extraction
Issues: Relationship Management; Crisis Management; Communications
Difficulty: 4 - Undergraduate/MBA

Christina A. Cavanagh, Ken Mark

Product Number: 9B01C007
Publication Date: 4/23/2001
Revision Date: 5/18/2017
Length: 4 pages

OrangeWerks, an entrepreneurial company that creates software applications, is preparing to present to venture capital firms for its first major round of funding. However, during routine network maintenance, the network administrator becomes aware that the company may not have purchased the original software used to create the company's product, and that government workplace safety insurance was not in place. He must decide how to proceed with the knowledge by assessing available options and judging the stakeholder impact, as well as his career implications.

Teaching Note: 8B01C07 (5 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Action Planning and Implementation; E-Commerce; Organizational Behaviour; Ethical Issues
Difficulty: 4 - Undergraduate/MBA