Ivey Publishing

Management of Human Resources

Dessler, G., Munro, C.R., Cole, N.D.,3/e (Canada, Pearson Education, 2011)
Prepared By Michael J.D. Roberts, Ph.D. Candidate
Chapter and Title Chapter Matches: Case Information
Chapter 1:
The Strategic Role of Human Resources Management

Rod E. White, Paul W. Beamish, Daina Mazutis

Product Number: 9B08M046
Publication Date: 5/15/2008
Revision Date: 5/24/2017
Length: 19 pages

Research in Motion (RIM) is a high technology firm that is experiencing explosive sales growth. David Yach, chief technology officer for software at RIM, has received notice of an impending meeting with the co-chief executive officer regarding his research and development (R&D) expenditures. Although RIM, makers of the very popular BlackBerry, spent almost $360 million in R&D in 2007, this number was low compared to its largest competitors, both in absolute numbers and as a percentage of sales (e.g. Nokia spent $8.2 billion on R&D). This is problematic as it foreshadows the question of whether or not RIM is well positioned to continue to meet expectations, deliver award-winning products and services and maintain its lead in the smartphone market. Furthermore, in the very dynamic mobile telecommunications industry, investment analysts often look to a firm's commitment to R&D as a signal that product sales growth will be sustainable. Just to maintain the status quo, Yach will have to hire 1,400 software engineers in 2008 and is considering a number of alternative paths to managing the expansion. The options include: (1) doing what they are doing now, only more of it, (2) building on their existing and satellite R&D locations, (3) growing through acquisition or (4) going global.

Teaching Note: 8B08M46 (19 pages)
Industry: Manufacturing
Issues: Telecommunication Technology; Change Management; Globalization; Staffing; Growth Strategy
Difficulty: 4 - Undergraduate/MBA

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

Gerard Seijts, Ken Mark

Product Number: 9B02C025
Publication Date: 10/29/2002
Revision Date: 11/9/2009
Length: 14 pages

Telus is a major telecommunications company. The vice-president of strategic integration is faced with the choice of bidding for near bankrupt PSINet Canada, an internet protocol company, or waiting and picking up the firm's physical assets. He must determine the value that should be placed on PSINet Canada's employees. To Telus, the acquisition of the company adds complementary product to its telecommunication portfolio. The anticipated price for PSINet Canada is judged low compared to the value of its physical network, but perhaps substantial value in the company can be retained by simply retaining already trained personnel. Supplements to the case, Telus: The Acquisition of PSINet Canada (B) and (C), products 9B02C026 and 9B02C027 discuss how the purchase should be presented to the PSINet Canada employees and the challenges the vice-president of strategic integration faces.

Teaching Note: 8B02C25 (4 pages)
Industry: Information, Media & Telecommunications
Issues: Action Planning and Implementation; Change Management; Organizational Behaviour; Mergers & Acquisitions
Difficulty: 4 - Undergraduate/MBA

Jane M. Howell, Laura Erskine

Product Number: 9A97C003
Publication Date: 4/3/1997
Revision Date: 2/3/2010
Length: 12 pages

The director of human resources must contend with internal and external pressures to make changes quickly and smoothly for the new year. She had been with the company for six months. In her capacity as director of human resources, she had spent her time establishing a baseline for the division so that she could then create a departmental vision and strategy for 2000. It would be one of the most interesting challenges of her career. Since joining, she had gained an understanding of the division's future direction from its leadership team. The team was under the direction of the division's new general manager.

Teaching Note: 8A97C03 (6 pages)
Industry: Manufacturing
Issues: Organizational Structure; Human Resources Management; Visioning; Strategic Change
Difficulty: 4 - Undergraduate/MBA

Chapter 2:
The Legal Environment

Stacey R. Fitzsimmons, Paul Shantz

Product Number: 9B10C027
Publication Date: 1/21/2011
Length: 5 pages

Bert took a position to teach English in South Korea after graduating with his business degree from a Canadian university. It was his second time teaching English in South Korea, and because he had a fantastic experience the first time, he took a second position without doing a lot of due diligence before arrival. Soon, however, he realized that a city tax was being deducted from his pay, and he had suspicions that his boss was making up the city tax, in order to deduct money from the English teachers’ pay. Since Bert’s visa to stay in the country was tied to his employer, he could not look for a new employer, nor could he effectively find legal recourse against his employer, because foreign teachers had few rights in South Korea.

Teaching Note: 8B10C027 (12 pages)
Industry: Educational Services
Issues: Organizational Culture; International Management; Ethical Issues; Teachers; Expatriates; South Korea
Difficulty: 2 - Intro/Undergraduate

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

Christina A. Cavanagh, Christine Russell

Product Number: 9B01C027
Publication Date: 4/8/2002
Revision Date: 12/9/2010
Length: 4 pages

After showing the wrong take of a CTV broadcast, one filled with ethnic, gender and social slurs intended to amuse studio technicians, the broadcaster decided to fire the on-air personality who had been caught making the remarks. With her reputation and future uncertain, the on-air personality must devise a personal strategy for how to handle herself in the ensuing media spotlight. This a supplement to CTV Newsnet (A) (product 9B00C027). A second supplement, CTVNewsnet (C) (product 9B01C028) discusses the aftermath of the firing.

Teaching Note: 8B01C27 (3 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Women; Wrongful Dismissal; Management Style; Communications
Difficulty: 4 - Undergraduate/MBA

Lyn Purdy, Joerg Dietz, Grace Kim

Product Number: 9B01C014
Publication Date: 8/31/2001
Revision Date: 12/16/2009
Length: 7 pages

Barling Financial is a subsidiary of U.S.-based Apple Financial and is the sixth largest asset-management company in Canada. The assistant supervisor of client services is confronted by a customer service representatives who has been experiencing ongoing sexual harassment from a co-worker. The assistant supervisor must investigate the situation and determine what to do next. Supplemental cases Barling Financial: Sexual Harassment (B), product 9B01C015, Barling Financial: Sexual Harassment (C), product 9B01C016 and Barling Financial: Sexual Harassment (D), product 9B01C017 follow the sequence of events.

Teaching Note: 8B01C14 (7 pages)
Industry: Finance and Insurance
Issues: Human Resources Management; Sexual Harassment; Organizational Behaviour; Management Behaviour
Difficulty: 4 - Undergraduate/MBA

Chapter 3:
Designing and Analyzing Jobs

Sarah Perchey, Diana E. Krause

Product Number: 9B12C026
Publication Date: 5/29/2012
Revision Date: 5/22/2012
Length: 12 pages

The CEO of a multinational company wanted the new human resource team of their subsidiary in Guangzhou, China, to recruit and select 85 individuals for different positions throughout the company. These positions included finance managers, production managers, factory workers, secretaries, and interns. The members of the human resource team were highly diverse in terms of educational backgrounds (marketing, law, human resources, public relations, general business administration) and countries of origin (Canada, China, Germany). The team had to deal with a series of challenges to ensure the project’s success. These included a decision about task-specific job requirements, methods to assess job requirements, strategies for recruitment, methods for personnel selection, and final decision-making. The team also had to deal with diversity within the team, cross-cultural issues, and the leadership behaviour of its CEO.

Teaching Note: 8B12C026 (10 pages)
Industry: Wholesale Trade
Issues: Recruitment; Personnel Selection; Leadership; Diversity; International Teams; China
Difficulty: 4 - Undergraduate/MBA

Jana Seijts, Paul Bigus

Product Number: 9B11C017
Publication Date: 9/8/2011
Length: 17 pages

Tracy Chan, managing director of the Student Learning and Writing Services (SLWS) at St. Charles University in Calgary, Alberta, was faced with a difficult situation. Her newest employee, Michael Hinske, had just e-mailed her a list of faculty members he had contacted to educate on the SLWS writing program offered to graduate students. Chan quickly noticed that the faculty names were of individuals who had already been contacted. There was no indication that Hinske had made any attempt to discuss the program with other faculties on campus. Since joining the team six months earlier, Hinske’s mandate for the academic year had been to create a series of writing workshops and liaise with different faculties on campus. Chan needed a plan of action before confronting Hinske about his inability to fulfill his job requirements, including his failure to create new contacts between the graduate writing program and faculties on campus.

Teaching Note: 8B11C017 (5 pages)
Industry: Educational Services
Issues: New Employee; University Administration; Job Requirements; English-language Training
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 4:
Human Resources Planning and Recruitment

Kavil Ramachandran, Alexander Mathew

Product Number: 9B11C037
Publication Date: 10/26/2011
Length: 8 pages

Most family businesses do not last long. Only one-third are able to survive the transition from the first to second generation. A critical issue in the survival of family businesses is the management of succession. Most successions fail because first-generation founders find it difficult to disengage from their business as they approach the age of retirement. As a result, they fail to prepare the next generation of successors for the leadership role. A founder’s failure to plan for succession is due to various reasons, such as a lack of non-work interests, psychological identity with a firm, and fears of aging or death. Due to these reasons, the founder’s retirement is frequently portrayed as a negative event. Succession, in turn, is often seen as a phase of crisis and upheaval, which a business must overcome. However, this need not necessarily be the case. Retirement can be a new and exciting phase of life, while succession can be viewed as a strategic opportunity to revive a business.

This case involves an accomplished business leader, B.K. Jhawar, founder of Usha Martin Group, who successfully managed the twin challenges of retirement and succession. By the time he reached the age of retirement, Jhawar had built up a social venture (KGVK) as his second career. Before completely disengaging from the business and transitioning to his new role full-time, Jhawar prepared the second generation for business leadership and effectively passed on the baton.

Teaching Note: 8B11C037 (5 pages)
Industry: Social Advocacy Organizations
Issues: Retirement; Succession; Philanthropy; Family Business; Social Entrepreneurship; India; Ivey/ISB
Difficulty: 5 - MBA/Postgraduate

Lyn Purdy, Stephen Rene Frey

Product Number: 9B08C023
Publication Date: 3/12/2009
Length: 10 pages

This case is set at a golf course in Aurora, Ontario. The club superintendent and the assistant superintendent will be interviewing three candidates for a green keeping position at Maple Retreat Golf and Country Club. The club superintendent must decide what questions to ask of the three applicants, keeping in mind what questions he could not ask of the candidates. This case is intended to be used for the managing people module of an organizational behavior or human resource management core course, or for a managing people elective. The case provides students with the opportunity to develop interview questions for the candidates and to interview the candidates in role play situations.

Teaching Note: 8B08C23 (4 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Interviewing Skills; Recruiting; Interviewing Technique
Difficulty: 4 - Undergraduate/MBA

Diana E. Krause, Reiner Piske

Product Number: 9B07C041
Publication Date: 1/4/2008
Length: 17 pages

The owner of a company with production plants in various regions in the world wants to standardize the methods of personnel selection for the Asian-Pacific region (APAC). A new system of personnel selection has to be developed for middle management positions in APAC. The owner delegates this task to a cross-functional, multinational project team that operates in Hong Kong headed by a human resources (HR) executive and expatriate from Germany. In terms of the new personnel selection system, he has two opposing goals in mind: the new personnel selection system should be highly specific for a particular country and simultaneously valid for different countries. A series of issues must be resolved in order for the project to be successful. Some of these issues are related to the personnel selection system; the job requirements to be assessed, the modules it must include, the stages and methods of each module, and the implementation of the system across countries in APAC. Other issues are interpersonal, such as the cultural differences and the heterogeneous perspectives that exist among the team members, and a conflict between the HR executive and the owner.

Teaching Note: 8B07C41 (9 pages)
Issues: Cross Cultural Management; Aptitude Diagnostics; International Personnel Selection; Teamwork
Difficulty: 4 - Undergraduate/MBA

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

Chapter 5:

Lyn Purdy, James O'Brien

Product Number: 9B12C024
Publication Date: 5/17/2012
Revision Date: 5/17/2012
Length: 4 pages

This case series describes a general manager’s decision of whether to fire an employee at a performing arts company. The scope of the case includes the organization of the company, the decision to hire the employee, his performance, and the decision to end the employment relationship. The general manager’s selection practices are described, and two role-playing exercises are included.

Teaching Note: 8B12C024 (6 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Firing; Performance Management; Employee Counselling; Employee Selection; Canada
Difficulty: 4 - Undergraduate/MBA

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

Lyn Purdy, Paula Puddy

Product Number: 9B01C026
Publication Date: 4/1/2002
Revision Date: 12/16/2009
Length: 7 pages

This note provides background information on legal issues in employment selection and retention. Presented are some of the restrictions that are placed on how employers conduct the recruitment process. The human rights legislation that governs the entire employment process is introduced. In addition, the issues of reasonable and bona fide job requirements, medical testing in pre-employment and current employment situations are discussed. Issues that interviewers need to be aware of to avoid discrimination during the hiring process are also highlighted.

Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Job Requirements; Medical Testing; Interviewing Skills; Employee Selection
Difficulty: 4 - Undergraduate/MBA

Chapter 6:
Orientating and Training Employees for High Performance

Jane M. Howell, Ken Mark

Product Number: 9B11C005
Publication Date: 1/24/2011
Revision Date: 3/18/2011
Length: 3 pages

This role-play case follows the Performance Coaching case involving Darcy Gallagher. You are the new general manager of the Elmwood Group and four weeks ago you conducted a performance review with your direct report, Darcy Gallagher, who is a sales manager, and outlined three leadership gaps that Gallagher needed to address. The purpose of this new meeting is to discuss Gallagher’s career aspirations at Elmwood Group. In advance of your meeting, Gallagher has submitted his career development plan to you and he aspires to be a vice president at Elmwood, which is unrealistic. In this career coaching discussion, Gallagher needs a reality check about his career plan, and his capability and motivation to develop the strong skills in leading and developing people that are required in leadership roles.

Teaching Note: 8B11C005 (5 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Candid Feedback; Career Coaching; Development Plan; Coaching a High Performer
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

Kathleen E. Slaughter, Donna Everatt, Xiaojun Qian

Product Number: 9A99C007
Publication Date: 6/23/1999
Revision Date: 5/24/2017
Length: 8 pages

The newly appointed division head must examine organizational or communication problems within a division of a billion dollar semiconductor manufacturer. The manager made a decision, which an employee emotionally responded to, creating the potential for conflict within the department. Cross-cultural issues come into play given that the manager, although originally from China, was educated and gathered extensive experience in the West and was thus considered an expatriate by his employees. The manager must also examine the effect of organizational culture on an employee's behavior.

Teaching Note: 8A99C07 (8 pages)
Industry: Manufacturing
Issues: China; Interpersonal Relations; Intercultural Relations; Conflict Resolution; Management Communication
Difficulty: 4 - Undergraduate/MBA

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

Chapter 7:
Performance Appraisal: The Key to Effective Performance Management

James A. Erskine, Sean Kelly

Product Number: 9B04C019
Publication Date: 6/24/2004
Revision Date: 10/7/2009
Length: 6 pages

A partner at a law firm has been given a choice by one of the firm's assistants, either increase her salary or she would give her two-week resignation notice. The firm was extremely busy with clients and could not afford a reduction in staff, however, this employee's performance had not been up to standard and the partner must decide whether or not he should agree to this pay increase or if there are other options.

Teaching Note: 8B04C19 (4 pages)
Industry: Real Estate and Rental and Leasing
Issues: Organizational Behaviour; Negotiation; Services; Personnel Management
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

Lyn Purdy, Monica Kumar

Product Number: 9B02C024
Publication Date: 7/22/2002
Revision Date: 11/9/2009
Length: 6 pages

The project team at a technology services provider is in the testing portion of a project development cycle. To resolve the errors revealed in testing, the team requires the technical expertise of one of the team consultants, the lead developer. The manager has just learned that the consultant has not been attending work regularly for the past three weeks. The consultant's expertise is critical to the project's success and the manager doesn't want to discourage him from continuing with the project. If the absences are due to personal problems, the manager needs to consider why the consultant did not divulge this information. The manager also needs to rectify the situation with the project team members and the other managers. Finally, he needs to consider whether or not his management style is at fault and how to avoid a similar situation in the future. The project launch date is approaching and the manager has 24 hours to resolve the issue.

Teaching Note: 8B02C024 (4 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Project Management; Group Behaviour; Absenteeism
Difficulty: 4 - Undergraduate/MBA

Chapter 8:
Establishing a Strategic Compensation System

Dionne Pohler

Product Number: 9B11C042
Publication Date: 1/17/2012
Length: 16 pages

A new faculty member is engaged in a decision-making process surrounding the development of a points-based system designed to allocate merit pay at a business school. The process is forcing her to evaluate how she is structuring the allocation of her work, which is directly affecting her motivation toward coaching a student case competition team. Edwards has historically used a judgment-based approach to the allocation of merit. The case outlines the rationale used in the design of the new points-based system, discusses the potential advantages and disadvantages, and highlights the perspectives of different stakeholders throughout the process, including the union, the faculty, and senior administration. The union is opposed to merit, so has outlined fairly stringent criteria for the awarding of merit in the new collective agreement. Faculty opinion is mixed surrounding merit more generally, and the implementation of a points-based system versus a judgment-based system in particular. Senior university administration is committed to the continuation of the merit system at the university as a tool to reward outstanding performance and to retain star faculty. The individual departments at Edwards are in the midst of finalizing the standards and procedures for allocation of merit-based pay. The protagonist is uncertain about how her department will proceed in the design and allocation of points, and how it will result in her re-allocating her work tasks.

Teaching Note: 8B11C042 (13 pages)
Industry: Educational Services
Issues: Motivation; Compensation; Performance Measurement/metrics; University Administration; Unions; Saskatchewan, Canada
Difficulty: 4 - Undergraduate/MBA

Ann C. Frost, Kevin Hewins

Product Number: 9B09C008
Publication Date: 1/27/2010
Length: 11 pages

Ruffian Kelowna, one of 19 British Columbia Ruffian Apparel locations, is underperforming. Recent management turnover and low unemployment in the region have left Kelowna short-staffed and in need of a new store manager to take over for the interim manager. Both sales and performance results are far below acceptable levels, and the store appears to be floundering. The newly hired B.C. regional manager for Ruffian Apparel is looking into the problem and needs to report back to Vancouver with his recommendations. This case can be used to demonstrate how different theories of motivation might apply to goal-setting and compensation plans. The case illustrates how an inappropriate or poorly structured compensation plan and motivational goals can lead to ineffective and detrimental results. Students who immediately attribute the problems of the case to the lack of a store manager will fail to explore the potential for increasing employee motivation and productivity across the board.

Teaching Note: 8B09C08 (5 pages)
Industry: Retail Trade
Issues: Staffing; Compensation; Pay for Performance; Motivation
Difficulty: 3 - Undergraduate

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

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 9:
Employee Benefits and Services

Alexandra Roth, David T.A. Wesley

Product Number: 9B11C032
Publication Date: 7/27/2011
Revision Date: 6/11/2012
Length: 4 pages

The case discusses an American food processor that embraced faith in the workplace, which helped to increase employee satisfaction and reduce turnover. Recently, Tyson Foods had sought to broaden its religious accommodation to reflect the changing demographics of its employees. At the time of the case, Christian fundamentalism was the predominant religion of Tyson and many employees and community members reacted negatively to the company’s efforts to accommodate Islam in a factory that employed a significant number of Muslims. The company was faced with a decision of how to react to the backlash against its Muslim employees.

Teaching Note: 8B11C031 (7 pages)
Industry: Manufacturing
Issues: Human Resource Management; Employee Relations; Discrimination; Holidays; Islam; United States
Difficulty: 4 - Undergraduate/MBA

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 10:
Occupational Health and Safety

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

Chapter 11:
The Foundation of Effective Employee Relations

Amit Gupta, Kshitij Saxena

Product Number: 9B11C036
Publication Date: 10/6/2011
Revision Date: 2/22/2012
Length: 23 pages

Sumeru Software Solutions was a software development consultancy firm headquartered in Bangalore, India, with offices in Washington, D.C., Dubai, and London. It began operations in July 2001 as a single project with two employees, and grew over 10 years into an organization with approximately 200 employees. The founding objective of Sumeru Software Solutions was to support Art of Living’s social development initiatives through profits earned from delivering high-quality services. Art of Living (AOL) was founded in 1981 by Sri Sri Ravi Shankarji as a not-for-profit, educational, humanitarian non-governmental organization engaged in stress-management programs, including yoga and meditation. Sumeru had developed a unique culture that combined corporate culture with the Art of Living principles of Seva, Satsang, Sadhana, and positivity even in the face of adversity. In line with the AOL principles, the four pillars of Sumeru culture were ethics, caring, sharing and trust. It purported to follow a peaceful yet aggressive way of doing business called “Serene Dynamism.” Harish Ramachandran, CEO of Sumeru Software Solutions, had created an enterprise that was different from other IT organizations. He was wondering how he would sustain the culture of the organization and make Sumeru a high-performing company over the next 10 years as it expanded its business and hired new employees.

Teaching Note: 8B11C036 (15 pages)
Industry: Information, Media & Telecommunications
Issues: Corporate Culture; Corporate Social Responsibility; Management Philosophy; Value-based Management; Work-life Balance; India; IIM-Bangalore/Ivey
Difficulty: 4 - Undergraduate/MBA

Juanita Cajiao

Product Number: 9B11C040
Publication Date: 12/19/2011
Length: 20 pages

The case reviews the main facts related to the merger process of three financial institutions — Bancolombia, Conavi, and Corfinsura — in Colombia in 2005 and 2006. The merger decision emerges from directors and senior executives foreseeing a major upcoming market transformation, including adjustment in industry regulation, improvement in international competence, and consolidation of main players, and their response in order to adapt to the new economic conditions. Considering the fact that the success rate of merger processes is not above 30 per cent, the sustained financial results achieved by Bancolombia from the very beginning of the integration process are robust indicators that invite exploration into what was done and how it was done.

Teaching Note: 8B11C040 (10 pages)
Industry: Finance and Insurance
Issues: Mergers & Acquisitions; Human Resources Management; Corporate Culture; Change Management; South America; Colombia
Difficulty: 5 - MBA/Postgraduate

Gerard Seijts, Ken Mark

Product Number: 9B04C029
Publication Date: 9/20/2004
Revision Date: 10/9/2009
Length: 4 pages

A real estate analyst has been hired as a government employee to manage Canada's overseas property holdings, including its embassies and diplomatic residences. Despite strict government regulations regarding the procurement of overseas accommodations and policies relating to fiscal accountability, the analyst has witnessed the luxurious accommodations enjoyed by diplomatic staff posted abroad. She documents the abuses and reports the finding to her supervisor, who does nothing. The analyst must decide whether to take her finding further. The supplements Price of Speaking Out Against the Betrayal of Public Trust: Joanna Gualtieri (B), (C) and (D), products 9B04C030, 9B04C031 and 9B04C032 looks at her decision and the events that follow.

Teaching Note: 8B04C29 (9 pages)
Industry: Public Administration
Issues: Whistleblower; Accountability in the Public Service; Ethical Issues; Leadership
Difficulty: 4 - Undergraduate/MBA

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

Chapter 12:
Labour Relations, Collective Bargaining, and Contract Administration

Michael Sider, Jeremy Yip, Phil Ward, Steve Dempsey

Product Number: 9B05C001
Publication Date: 2/21/2005
Revision Date: 5/27/2011
Length: 7 pages

The National Hockey League's collective bargaining agreement was due to expire on September 15, 2004. As executive director of the National Hockey League Players' Association, it is Bob Goodenow's responsibility to negotiate a new agreement in the players' best interests. The NHL has demanded that a salary cap be imposed in the next collective bargaining agreement and has threatened a lockout by owners if the players' association does not agree. The NHL has implemented a successful communications strategy and gained public support. Goodenow must decide how to proceed in order to gain a favorable position going into the negotiations and retain the loyalty of the fans on which the sport depends.

Teaching Note: 8B05C01 (4 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Sports; Negotiation; Communications
Difficulty: 4 - Undergraduate/MBA

Janice Foley, John Melnyk

Product Number: 9B03C033
Publication Date: 11/28/2003
Revision Date: 10/17/2009
Length: 8 pages

This supplement to Lincoln Diner (A), product 9B03C032, covers Rachel Turner's decision to grieve her suspension and eventual dismissal by the Lincoln Diner restaurant chain, and the complete failure of both the company and the employees' staff association to address her formal grievances about her treatment. As this process is unfolding, Rachel's boyfriend continues to work as computer operations manager in the Lincoln Diner head office, but finds he is treated differently by his fellow managers. The case culminates with Rachel's deliberations about whether or not to file a complaint with the labor board. The supplement (C) and (D) cases, product numbers 9B03C034 and 9B03C035 follow the matter through another decision point to its resolution.

Teaching Note: 8B03C32 (12 pages)
Industry: Accommodation & Food Services
Issues: Grievance Procedure; Labour Unions; Management Behaviour; Employee Termination
Difficulty: 4 - Undergraduate/MBA

Ann C. Frost, Daniel D. Campbell

Product Number: 9A97C001
Publication Date: 3/20/1997
Revision Date: 2/2/2010
Length: 9 pages

Management must decide what action to take with a small telemarketing operation that is about to vote on union representation. If employees vote in favor of a union, the operation would become the first business unit to be represented by a union. Closure of the plant is an option to be considered. The mostly Hispanic workforce becomes an additional consideration in the (B) case, 9A97C002.

Teaching Note: 8A97C01 (5 pages)
Industry: Information, Media & Telecommunications
Issues: Industrial Relations; Employee Relations; Unionization; Labour Unions
Difficulty: 4 - Undergraduate/MBA

Ann C. Frost, Daniel D. Campbell

Product Number: 9A97C002
Publication Date: 3/21/1997
Revision Date: 2/3/2010
Length: 5 pages

Management is faced with a broad range of opposition and criticism after closing the telemarketing operation. Labor organizations force legal proceedings, the primary telecommunications workers union in Mexico demands action under the Labor Side Agreement of the North American Free Trade Agreement and, ultimately, a court ruling demands that the company rehire and compensate employees displaced by the closure of the operation. This case was written to accompany Sprint - La Conexion Familiar (A), case 9A97C001.

Teaching Note: 8A97C01 (5 pages)
Industry: Information, Media & Telecommunications
Issues: Industrial Relations; Unionization; International Business; Labour Unions
Difficulty: 4 - Undergraduate/MBA