Ivey Publishing

Managing Human Resources

Gomez-Mejia, L.R.; Balkin, D.B.; Cardy, R.L.,7/e (United States, Pearson, 2012)
Prepared By Duckjung Shin, PhD Student
Chapter and Title Chapter Matches: Case Information
Chapter 1:
Meeting Present and Emerging Strategic Human Resource Challenges

Ashok K. Mishra, Sangeeta Shah Bharadwaj

Product Number: 9B13C008
Publication Date: 5/1/2013
Revision Date: 5/7/2013
Length: 14 pages

KSOIL has a project that bills customers on units of documents delivered. The productivity of employees is evaluated on the same basis. The output of the home-based team has increased two to three times compared to its previous office-based performance. As a result, the rewards and compensation for the home-based team have doubled compared to office-based employees. The head of HR is convinced home-based workers are using unfair means to achieve such high output. She is against the decision of the project manager to increase the size of the home-based team. She believes this will only increase the unrest among office-based workers. The general manager needs to make a decision soon, while keeping in mind the profitability, employee welfare and ethics of the firm.

Teaching Note: 8B13C008 (10 pages)
Industry: Professional, Scientific, and Technical Services
Issues: Business ethics; work life flexibility; outsourcing; home-based working; India; United States
Difficulty: 4 - Undergraduate/MBA

Jette Steen Knudsen, Dana Brown

Product Number: 9B12M081
Publication Date: 9/7/2012
Revision Date: 2/14/2013
Length: 17 pages

AWARD WINNING CASE - Corporate Social Responsibility Award, 2012 European Foundation for Management Development (EFMD) Case Writing Competition. This case study deals with the opportunities and challenges faced by Danish pharmaceutical company Novo Nordisk with regard to its sustainability approach in China as of 2012. Novo Nordisk is well known for striving to integrate its business activities in a financially, environmentally, and socially responsible way, and many Novo Nordisk employees proudly refer to Novo Nordisk as a “triple bottom line (TBL) company.” Novo Nordisk has been active in China for more than 50 years; however, since the Chinese economy has expanded tremendously, this increase in wealth and a more sedentary Western lifestyle have led to growing problems with obesity. As a result, China’s insulin market is booming.

Novo Nordisk therefore faces new challenges concerning how best to organize its TBL program in a way that ensures a comprehensive approach throughout the organization, yet allows Novo Nordisk China to adopt initiatives that fit the Chinese business context. Furthermore, with ever-increasing competition for access to China’s lucrative insulin market, Novo Nordisk’s competitors are also engaging in sustainability, which means that Novo Nordisk must keep innovating to stand out, and must use sustainability as a source of competitive advantage.

Teaching Note: 8B12M081 (8 pages)
Industry: Health Care Services
Issues: Corporate Social Responsibility; Non-market Strategy; China; Europe
Difficulty: 5 - MBA/Postgraduate

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 2:
Managing Work Flows and Conducting Job Analysis

Jane M. Howell, Ken Mark

Product Number: 9B12C030
Publication Date: 6/11/2012
Revision Date: 6/12/2012
Length: 20 pages

The chief executive officer of Mission Hills, a Chinese golf course operator, is thinking about how to expand his resort operations into Hainan Island, a few hundred kilometres away. He is wondering what his organization needs, from a human resources standpoint, to be able to develop another five-star resort. Mission Hills is a top golf course brand in China employing 7,000 people in its Shenzhen and Dongguan facilities. The expansion to Hainan Island is part of a larger plan to establish Mission Hills resorts around China.

Teaching Note: 8B12C030 (8 pages)
Industry: Real Estate and Rental and Leasing
Issues: Human Resource Management; Management Training; Management Style; Manpower Planning; China
Difficulty: 5 - MBA/Postgraduate

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

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, Fernando Olivera, Elizabeth O'Neil

Product Number: 9B03M052
Publication Date: 11/28/2003
Revision Date: 1/8/2019
Length: 16 pages

Leo Burnett Company Ltd. is a global advertising agency. The company is working with one of its largest clients to launch a new line of hair care products into the Canadian and Taiwanese test markets in preparation for a global rollout. Normally, once a brand has been launched, it is customary for the global brand centre to turn over the responsibility for the brand and future campaigns to the local market offices. In this case, however, the brand launch was not successful. Team communications and the team dynamics have broken down in recent months and the relationships are strained. Further complicating matters are a number of client and agency staffing changes that could jeopardize the stability of the team and the agency/client relationship. The global account director must decide whether she should proceed with the expected decision to modify the global team structure to give one of the teams more autonomy, or whether she should maintain greater centralized control over the team. She must recommend how to move forward with the brand and determine what changes in team structure or management are necessary.

Teaching Note: 8B03M52 (14 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Difficulty: 4 - Undergraduate/MBA

Chapter 3:
Understanding Equal Opportunity and the Legal Environment

Charles Dhanaraj, Oana Branzei, Satyajeet Subramanian

Product Number: 9B10M061
Publication Date: 1/27/2011
Length: 19 pages

AWARD WINNING CASE - Indian Management Issues and Opportunities Award, 2012 European Foundation for Management Development (EFMD) Case Writing Competition. This case explores value-driven strategy formulation and implementation by bringing to the fore issues of ethics, responsible leadership, social intiatives in emerging markets, and the global-local tensions in corporate social responsibility. It examines how Bayer CropScience addressed the issue of child labor in its cotton seed supply chain in rural India between 2002 and 2008. Bayer had been operating in India for more than a century. In December 2002, the Bayer Group completed the acquisition of India-based Aventis CropScience. Bayer CropScience first learned about the occurrence and prevalence of child labor in its newly acquired India-based cotton seed operations a few months post-acquisition, in April 2003. The Aventis acquisition had brought onboard a well-known Indian company, Proagro, which already had operations in the cotton seed production and marketing - a new segment of the supply chain for Bayer. Child labor was widespread in cotton seed production — a traditional practice taken for granted not only by Indian farmers but also by several hundred Indian companies then accounting for approximately 90 per cent of the market share. The (A) case focuses on Bayer’s decision whether, when, and how to launch a self-run program that would take direct responsibility for tracking and eradicating child labor in rural India.

Teaching Note: 8B10M061 (11 pages)
Industry: Agriculture, Forestry, Fishing and Hunting
Issues: Emerging Markets; Strategy Implementation; Ethical Issues; Crisis Management; Corporate Responsibility; India
Difficulty: 4 - Undergraduate/MBA

William J. Russell

Product Number: 9B08C001
Publication Date: 10/31/2008
Length: 14 pages

This case involves a personnel matter at an agricultural chemical industry mining complex. A middle-level supervisor has been accused of gender-based and other discrimination. The complaint has come primarily from one employee who works under that supervisor's direction, but is supported at least in part by the testimony of other employees. The evidence is typical of the sorts of evidence that usually attend human resource disputes. Company policy manuals bear on the propriety of the mill coordinator's conduct apart from the issue of discrimination. Ultimately, an appellate process is also integrated into the procedural tools. This case considers the process by which the employment discrimination complaint is investigated, considered and resolved, including the weighing and evaluation of information gathered from those in the workplace. Various practical, legal and ethical issues typical to such cases are apparent.

Teaching Note: 8B08C01 (12 pages)
Issues: Perception; Work-Force Management; Risk Management; Morale; Mining; Ethical Issues; Employee Grievances
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

Chapter 4:
Managing Diversity

Gerard Seijts, Jana Seijts, Paul Bigus

Product Number: 9B13C035
Publication Date: 10/9/2013
Revision Date: 12/2/2013
Length: 7 pages

The Chief of the Australian Army faces a significant public scandal. In recent weeks, allegations have emerged that members of the country’s defence forces, including officers, shared explicit emails and photos that denigrated women. The scandal occurs as the Australian Defence Force is actively encouraging more women to join the ranks of the military. The Chief of the Australian Army needs to devise a strategy to communicate to the victims of the scandal, members of the army and the general public that the Australian Army is a national institution with strong values and moral standards and will not tolerate chauvinism of any kind.

Teaching Note: 8B13C035 (12 pages)
Industry: Other Services
Issues: Sexism; organizational culture; leadership character; communication; change; Australia
Difficulty: 4 - Undergraduate/MBA

Cara C. Maurer, Andrew Cornies

Product Number: 9B12C027
Publication Date: 10/26/2012
Revision Date: 10/25/2012
Length: 8 pages

This case concerns the implementation and strategic direction of LGBTA (lesbian, gay, bisexual, transgendered and ally) initiatives at TD Bank Financial Group (TD). In order to maintain its position as the “employer of choice” for the LGBTA community, TD must expand the measures it had taken since its Diversity Leadership Council was created in 2006 to promote a comfortable, barrier-free and inclusive work environment for all employees. TD’s corporate diversity group had been providing a growing number of resources, events and LGBTA-related sponsorships for the past six years, resulting in an exponential growth of engagement by LGBTA employees, but lately the bank’s competitors and other large companies were catching up. Moreover, a recent review showed that there was a large variance in the quality of experience between the different subgroups of TD’s LGBTA community. The bank’s senior manager of corporate diversity must report within a week to the Diversity Leadership Council on how to solve these issues.

Teaching Note: 8B12C027 (8 pages)
Industry: Finance and Insurance
Issues: Change Management; Corporate Social Responsibility; Diversity Management; Social Values and Economic Value; Canada
Difficulty: 4 - Undergraduate/MBA

Alexandra Roth, David T.A. Wesley

Product Number: 9B10M035
Publication Date: 4/19/2010
Length: 9 pages

AWARD WINNING CASE - Euro-Mediterranean Managerial Practices and Issues Award, 2012 European Foundation for Management Development (EFMD) Case Writing Competition. The case focuses on the vice-president and regional head of corporate banking for Noor Islamic Bank in Dubai as she arrives in the United States to promote the first global network for women in Islamic banking and finance, known as Durra. As a result, Islamic banks have been growing at a rate of 15 per cent per year, and have assets approaching $1 trillion, despite the recent banking crisis. Islamic banks also have a hard time filling the 30,000 new jobs created each year because of the specialized training required. One of the purposes of Durra is to help more women fill critical positions in Islamic banking and to help them manage their careers in order to assume leadership positions. The case also raises questions about how best to build a non-profit organization. Issues include how to attract new members and financial backers and how to build a useful and robust website that fulfills the needs of the organization.

Teaching Note: 8B10M35 (5 pages)
Industry: Finance and Insurance
Issues: Cultural Customs; Non-Profit Organization; Women in Management; International Finance; Northeastern
Difficulty: 4 - Undergraduate/MBA

James A. Erskine, Erin Donovan

Product Number: 9B07C010
Publication Date: 3/16/2007
Length: 4 pages

The director of operations for Millway Fabrics Canada walked into her office and one of the customer service agents was waiting for her in tears. The customer service agent (agent) needed a week off to take care of her son who was about to have surgery to have his tonsils removed. The agent had already taken all her vacation and sick time due to her son's illness. The agent was a strong performer and was well-liked by her co-workers. The director of operations had to make a decision.

Teaching Note: 8B07C10 (6 pages)
Industry: Wholesale Trade
Issues: Family-Work Interaction; Absenteeism; Women in Management; Personnel Management; Organizational Behaviour
Difficulty: 4 - Undergraduate/MBA

Chapter 5:
Recruiting and Selecting Employees

Eric Weinberg, Jean Phillips

Product Number: 9B12C036A
Publication Date: 9/27/2012
Revision Date: 4/29/2016
Length: 3 pages

This is one exercise in a 4-part series entitled Job Offer Negotiation Exercises. This exercise gives participants the opportunity to act as the Maximum Motivation candidate in a job offer negotiation.

The purpose of this role-play case series is to give participants the opportunity to experience a job offer negotiation as both the job candidate and the employer. The exercise involves two distinct negotiation scenarios, allowing participants the opportunity to play both roles and to practice and apply concepts and skills learned in the first negotiation session. If desired, only one of the two scenarios can be negotiated if only one hour is available for the activity. One negotiation occurs for a job with a company called Maximum Motivation (A and B cases) and the other is for a job with a company called People Power (C and D cases). Participants work in pairs, with one playing the role of the job candidate and the other playing the role of the company representative. In both scenarios, the company considers the candidate to be the top applicant and would like to finalize the hire. Also in both scenarios, the job candidate has an acceptable alternative — another job offer from a rival company called PerformanceMax — and needs to accept or decline the PerformanceMax offer the next day. Thus, it is important that both sides reach an acceptable employment arrangement during this negotiation, or the candidate will not be hired. When both sides have negotiated an acceptable agreement, or when either partner decides to end the negotiation, the negotiation is over. After group discussion, participants find a different partner who last played the opposite role, switch roles, and complete the second negotiation scenario.

Teaching Note: 8B12C036 (6 pages)
Industry: Other Services
Issues: Negotiation; Hiring; Compensation; Staffing
Difficulty: 4 - Undergraduate/MBA

Eric Weinberg, Jean Phillips

Product Number: 9B12C036B
Publication Date: 9/27/2012
Revision Date: 5/26/2017
Length: 3 pages

This is one exercise in a 4-part series entitled Job Offer Negotiation Exercises. This exercise gives participants the opportunity to act as the Maximum Motivation representative in a job offer negotiation.

Teaching Note: 8B12C036 (6 pages)
Industry: Other Services
Issues: Negotiation; Hiring; Compensation; Staffing
Difficulty: 4 - Undergraduate/MBA

Mark S. Schwartz, Hazel Copp

Product Number: 9B06C004
Publication Date: 3/1/2006
Revision Date: 9/15/2009
Length: 21 pages

The case is designed to encourage readers to select among three highly qualified candidates for an important managerial position. In doing so, readers are required to establish the set of criteria that they believe should be taken into account when making an important hiring decision for the bank. Through the process of considering and prioritizing potential criteria with respect to the three potential candidates, readers are led to evaluate and reflect upon the vision, mission and core ethical values of the bank.

Teaching Note: 8B06C04 (13 pages)
Industry: Finance and Insurance
Issues: Ethical Issues; Corporate Culture; Human Resources Management; Employee Selection
Difficulty: 5 - MBA/Postgraduate

David W. Conklin, Danielle Cadieux

Product Number: 9B06M076
Publication Date: 8/22/2006
Revision Date: 9/21/2009
Length: 13 pages

Many nations have created geographically distinct areas with special features designed to attract foreign investment. In deciding where to locate various operations, businesses today must investigate the benefits and incentives offered by a plethora of special economic zones (SEZs) throughout the world. The business location decision involves a comparison of many alternative sites, each with its own set of incentives. Many small nations have put in place minimal corporate tax rates as a way of gaining some revenue by attracting head office functions, particularly those tasks related to finance. This government revenue may be only a very small percentage of a corporation's international profit; nevertheless, it may form a significant portion of the tax haven's income. Many businesses make their international location decisions so as to accumulate their taxable profits in tax havens. Apart from these zero-tax regimes, countries impose a wide range of corporate profit tax rates. A business can often find a country with a tax rate lower than both the country where it was incorporated and the country where it wishes to invest. By funneling profits to a zero-tax or even a lower tax jurisdiction, a business is able to minimize its aggregate tax payments. Although recent international agreements have sought to limit these practices, opportunities are still available for tax minimization. Tax havens, as well as SEZs, can play an important role in business location decisions.

Teaching Note: 8B06M76 (5 pages)
Issues: Globalization; Location Strategy; International Business
Difficulty: 5 - MBA/Postgraduate

Alison Konrad, Ken Mark

Product Number: 9B05C032
Publication Date: 11/28/2005
Revision Date: 9/28/2009
Length: 3 pages

A group of four friends, all married men and in their late 20s, meet for coffee in a major city. One of the men has received a job application from a young woman he considers to be a stellar candidate for his job opening. The discussion turns into a debate about the feasibility of hiring young women for professional and managerial positions, given that they become pregnant and go on maternity leave.

Teaching Note: 8B05C32 (9 pages)
Issues: Discrimination; Human Resources Management; Women in Management
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 6:
Managing Employee Separations, Downsizing, and Outplacement

John S. Haywood-Farmer, Josephine Chiu

Product Number: 9B11D017
Publication Date: 1/19/2012
Length: 15 pages

Dr. Mak Lap Ming, an obstetrician and gynecologist who operated two clinics in Wan Chai, Hong Kong, was contemplating retirement. Now that his own child was financially independent and thus relieved some of the pressure on Mak, he was wondering if it made financial sense to retire soon. He also wondered what the immediate consequences of retirement would be and if semi-retirement was a viable option. To that end, he could work with a partner and shift control to that partner at some point; he could work at his clinics part-time; or he might be able to close one clinic completely and practice out of the remaining one. Mak also thought of retiring completely at the end of the year. Evaluating his options brought Mak significant internal conflict: part of him longed to attain the freedom to travel, yet he experienced great emotional satisfaction when he attended a birth and saw the joy that birth gave to the parents. Mak wondered whether, in his particular case, the pros of retirement outweighed the cons.

Teaching Note: 8B11D017 (8 pages)
Industry: Health Care Services
Issues: Partnership; Business Valuation; Family-work Interaction; Exit Strategy; Retirement; Medical Profession; Hong Kong
Difficulty: 4 - Undergraduate/MBA

Vanessa M. Strike

Product Number: 9B11M067
Publication Date: 8/19/2011
Revision Date: 5/2/2017
Length: 10 pages

De Kuyper Royal Distillers was a 300-year-old family firm in the Netherlands and produced the largest variety of liqueurs in the world. The firm had always been owned and controlled by the De Kuyper family. In 2009, Bob de Kuyper, the 10th generation to own and run the firm, retired from his position as managing director and an outsider was brought in as the interim managing director. In January 2010, Marc de Kuyper, the eldest son of Bob de Kuyper, worked for an outside firm in a marketing position. He had a strong desire to join the family firm and was trying to decide how to convince his father, and the family firm's supervisory board, that he had the capabilities to eventually take a leadership role in the family business. Was there a future for Marc at the family firm? What could he do, if anything, in the succession process?

Teaching Note: 8B11M067 (11 pages)
Industry: Manufacturing
Issues: Succession Planning; Family Business; Governance; the Netherlands
Difficulty: 4 - Undergraduate/MBA

Elizabeth M.A. Grasby, David House

Product Number: 9B10C024
Publication Date: 11/1/2010
Length: 9 pages

Michael Patterson is an engineering technician at Confederation Kitchen. The company is downsizing its staff in response to declining profitability. Patterson has heard a rumour that he will now report to a supervisor for whom he has little respect and with whom he has had trouble in the past. The engineering and manufacturing manager has called a meeting to discuss Patterson's new role, and Patterson must decide how candid he should be at the meeting.

Teaching Note: 8B10C24 (7 pages)
Industry: Construction
Issues: Leadership; Management of Change; Corporate Culture; Conflict Resolution
Difficulty: 1 - Introductory

Chapter 7:
Appraising and Managing Performance

Zsuzsanna Kispal-Vitai

Product Number: 9B11C049
Publication Date: 3/7/2012
Length: 7 pages

A young entry-level employee starts work in the hotel industry in Eastern Europe. The case describes her experiences and shows the HRM practices in the particular hotel in which she works. The issue for analysis is less whether or not the employee should stay or leave this hotel, which has minimal pay and poor working conditions, and more the overall nature of human resources (HR) operations at this service organization, with regard to ethics and sustainability.

Teaching Note: 8B11C049 (12 pages)
Industry: Other Services
Issues: Hotel Management; Human Resource Management; Job Satisfaction; Ethics; Motivation; Eastern Europe
Difficulty: 5 - MBA/Postgraduate

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

Chapter 8:
Training and Workforce

John S. Haywood-Farmer, Kevin Leung

Product Number: 9B09C002
Publication Date: 1/20/2009
Length: 17 pages

The QiLing Research Hospital (QiLing), located in Beijing, China, headed by Dr. Tien Tzu, CEO, is in a partnership with the China Research Network (CRN). This partnership was formed in an effort to mutually benefit both parties in terms of becoming a leader in health-care quality standards and creating more effective health-care techniques. Due to the intertwined nature of this relationship, the acquisition of human capital for specific positions within the hospital requires CRN to provide the candidates. Dr. Tien Tzu is increasingly concerned that CRN's hiring conditions are hindering QiLing's potential - specifically referencing the latest batch of candidates CRN has provided to fill a key spot in the neurology department. She is aware that the right people are the key to maintaining QiLing's growth and loyalty and has analyzed how the candidate selection process, overall compensation, and job retention efforts affect the quality of the human capital pool. She is entertaining thoughts about overhauling the process for the benefit of QiLing, and is unsure how CRN will respond to any proposals she might make.

Teaching Note: 8B09C02 (4 pages)
Industry: Health Care Services
Issues: China; Manpower Planning; Employee Selection; Career Development; Intercultural Relations
Difficulty: 4 - Undergraduate/MBA

Ilan Alon, Kimberley Howard

Product Number: 9B09C015
Publication Date: 7/16/2009
Length: 9 pages

In late May 2009, Albert Bohemier, CEO of Survival Systems Limited (SSL), located in Dartmouth, Nova Scotia, paced the deck of the training pool at Survival Training Simulation Theatre wondering how best to transition the company to new leadership. During the past five years, attempts at succession planning had been unsuccessful. As the leader of the company for over 25 years, Bohemier was ready to retire, but there were many aspects of succession planning to consider. Bohemier's personal criteria for incoming leadership were threefold: it had to be good for SSL's existing clients, a positive move for the company as a whole and good for the current team.

Teaching Note: 8B09C15 (6 pages)
Industry: Educational Services, Manufacturing
Issues: Succession Planning; Organizational Change; International Business
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 9:
Developing Careers

Shaozhuang Ma, Virginia Trigo

Product Number: 9B13C002
Publication Date: 3/7/2013
Revision Date: 3/4/2013
Length: 14 pages

The generation born in China in the 1980s has become an important force in the country’s labour market. Members of this generation were the first to grow up in a market economy with daily access to the Internet, and are considered to have different work values than past generations. Also, most were born and raised in single-child families and generally demonstrate more individualistic behaviours and less willingness to follow the norms of previous generations. This case describes the promotion story of Zhu Dandan, a member of the 1980s generation, and illustrates the different work values, behaviours and management style of her generation, as well as the challenges of managing it.

Teaching Note: 8B13C002 (7 pages)
Industry: Retail Trade
Issues: Career development; human resource management; 1980s generation; managing upward; China
Difficulty: 5 - MBA/Postgraduate

John S. Haywood-Farmer, Samantha Winkler

Product Number: 9B13C020
Publication Date: 5/31/2013
Revision Date: 5/27/2013
Length: 8 pages

A graduating fourth-year HBA student faces an ethical dilemma as she struggles to decide which one of two job offers to accept. The situation is complicated by the fact that she has received an exploding offer from one firm and she must respond to it on the same day as she participates in a final-round interview with the other firm. The stakeholders in this case include the student, the two firms, the university and its career-management program, and the other graduating students in the HBA program. The (B) case 9B13C021 is set about two weeks later, when Patricia Coulter is wrestling with another decision.

Teaching Note: 8B13C020 (8 pages)
Industry: Educational Services
Issues: Ethical Decisions; Personal Values; Recruiting; Career Planning; Professional Firms; Customer Services; Canada
Difficulty: 4 - Undergraduate/MBA

Chapter 10:
Managing Compensation

Stephen Sapp, Ramasastry Chandrasekhar

Product Number: 9B10N002
Publication Date: 2/11/2010
Length: 17 pages

The case presents the situation faced by the board of directors at Hydro One, a government-owned Canadian electric utility, as they discuss updating the current executive compensation packages because of the pending privatization of Hydro One. As a government owned enterprise, compensation was moderated by the job security and prospects of career advancement in the public sector, but the imminent privatization required the compensation system to be revisited. The case presents details of the current compensation system for Hydro One's key officers and the comparative data for their counterparts at similar firms. The case allows for discussion of the interplay between corporate governance processes, the corresponding responsibilities of directors and the decisions they make, in particular chief executive officer and executive compensation. The postscript to the case allows for a lively class room discussion of corporate governance, fiduciary responsibility and communication among major stakeholders.

Teaching Note: 8B10N02 (13 pages)
Industry: Utilities
Issues: Fiduciary Responsibility; Corporate Governance; Executive Compensation; Privatization
Difficulty: 4 - Undergraduate/MBA

Gerard Seijts, Jana Seijts, Ken Mark

Product Number: 9B09C016
Publication Date: 9/1/2009
Length: 10 pages

Transkin Income Fund provided freight transportation services in Canada and the United States. In mid February 2009, in response to a sharp fall in demand for transportation services due to the economic crisis, the chief operation officer had suggested that each of his six freight divisions and six support divisions and the corporate division should all implement a salary rollback. The chief operating officer (COO) believed that a strong message needed to be sent to customers, shareholders, banks, owner-operators, drivers and suppliers that Transkin was being proactive by taking action internally to ride out the crisis. Two of the 13 general managers resented the COO's plan. The two dissenters were from Transkin's two most profitable divisions; they were also the most senior executives. Both had their own reasons to resist the COO's idea. The COO wondered how he should respond to both dissenters - he wanted the support of every general manager for the salary rollback.

Teaching Note: 8B09C16 (7 pages)
Industry: Transportation and Warehousing
Issues: Leading Change; Motivation; Recession
Difficulty: 4 - Undergraduate/MBA

John S. Haywood-Farmer, Jeremy Isenberg

Product Number: 9B07C031
Publication Date: 8/15/2007
Length: 6 pages

Wayne Eisener has received two job offers. The first offer is an executive vice-president position at Richmond Hill Mortgages (RHM). The second offer is a junior lawyer position at Weiler and Simons LLP, Barristers and Solicitors. The mortgage company offers a small base salary but potentially large commissions in the long run. The law firm offers a higher base salary and the opportunity to be promoted to partner within five years. However, Eisener would need to update his knowledge of law substantially. As he reflects on the advantages and disadvantages of each job, Eisener must consider his past and how each job will help him accomplish the goals of providing for his family and creating a resurgence in his career.

Teaching Note: 8B07C31 (10 pages)
Industry: Professional, Scientific, and Technical Services
Issues: Career Planning; Job Analysis; Job Satisfaction; Career Anchor; Career Choice; Professional Firms
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 11:
Rewarding Performance

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

John S. Haywood-Farmer, Eleni Mitsis

Product Number: 9B07C016
Publication Date: 5/15/2007
Length: 6 pages

Dr. Jack Perry, a sole practitioner dentist in a small town in Ontario, had a meeting with one of his employees who suggested that there were several problems in the office. These include: low morale, lack of motivation to grow the business, fill cancellations, follow up on collections, and engage in cross-sell procedures. He had noticed these problems previously but felt unsure about his personnel and business management skills. Using his notes from a presentation made by a business consultant at a dental conference, he must decide how to act in order to address these problems.

Teaching Note: 8B07C16 (5 pages)
Industry: Health Care Services
Issues: Morale; Motivation; Employee Attitude; Compensation
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:
Designing and Administering Benefits

John S. Haywood-Farmer, Simon Leith, Michelle Rosenstock

Product Number: 9B06D013
Publication Date: 8/30/2006
Revision Date: 9/16/2009
Length: 10 pages

The human resources manager of the Toronto office of RSM Richter LLP, reflected upon the company's efforts and outcomes in relation to recruiting junior accountants from the Richard Ivey School of Business at The University of Western Ontario. Although Richter had similar salary and benefits to those of the Big Four accounting firms, it offered a unique environment in which employees were able to get to know one another personally and junior accountants were likely to become exposed to different aspects of auditing that they would not encounter in larger firms. Yet, Ivey students seemed more likely to accept offers from one of the Big Four. The human resources manager considered various alternatives.

Teaching Note: 8B06D13 (5 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Difficulty: 4 - Undergraduate/MBA

Eric Morse, Ken Mark

Product Number: 9B05C009
Publication Date: 1/31/2005
Revision Date: 9/28/2009
Length: 4 pages

A graduate of a business school must consider two options available to him with similar salary packages. The first is to accept an offer to start as an assistant marketing manager with a consumer packaged goods firm, the other is a consulting assignment with a small tool & die firm. The case provides students the opportunity to value different benefits based on their risk tolerance and career aspirations.

Teaching Note: 8B05C09 (5 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Risk Analysis; Career Planning; Uncertainty
Difficulty: 4 - Undergraduate/MBA

Chapter 13:
Developing Employee Relations

Gerard Seijts, Leah Noble

Product Number: 9B12C002
Publication Date: 1/26/2012
Revision Date: 1/23/2012
Length: 10 pages

In 2008, a senior associate at Richard, Wood and Hulme LLP (RWH) was amazed at the speed with which the audit team for an important client of the firm was rapidly falling apart. Two members had just been fired presumably because they did not pass their chartered accounting qualification examinations; team morale had grown non-existent; there were difficulties in completing the engagement due to lack of preparation from both RWH and the client; there were doubts about the commitment of particular individuals; and with the audit falling behind schedule, the senior associate perceived an absence of strong leadership from the partners of the firm. He did not understand why the team had been so unfocused from the start of the engagement, as prior years’ engagements had been quite successful. He was unsure how to proceed. What would he tell the client? What should he do to keep this audit on track and keep the team together?

Teaching Note: 8B12C002 (18 pages)
Industry: Professional, Scientific, and Technical Services
Issues: Teams; Leadership; Coaching; Conflict; Auditing; Canada
Difficulty: 4 - Undergraduate/MBA

Michael Sider, Ken Mark

Product Number: 9B09M091
Publication Date: 12/11/2009
Length: 6 pages

The general manager, U.K. for Inglewood Instrument Co. (Inglewood) is sitting outside of his company's headquarters in Burnaby, B.C., waiting for a meeting with the founder of the company to clarify his future as the firm's general manager, U.K. The general manager suspects that the founder and the vice-president Business Development, are actively trying to find a replacement for the general manager, U.K. position. As the general manager is barely one year into a two year contract, he feels shortchanged by the fact that the opportunity, which he uncovered, is being taken away from him. He knows that he needs to strike the correct balance between fact-gathering and advocacy. He needs to uncover what the founder has in mind for his career at Inglewood. The general manager wonders how he should prioritize his issues and how he should approach the conversation.

Teaching Note: 8B09M91 (5 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Communications; Management Behaviour; Corporate Responsibility; Crisis Management
Difficulty: 4 - Undergraduate/MBA

Gerard Seijts, Ken Mark

Product Number: 9B09C012
Publication Date: 9/1/2009
Length: 24 pages

WestJet Airlines had achieved a lot. The airline had taken to the skies only 13 years earlier, with three airplanes flying to five destinations. Now, with a market value at more than $2 billion, the carrier had more than 70 Boeing Next Generation 737s, employed 7,000 people and had played host to more than 12 million guests. WestJet's ambition was to become the dominant airline in Canada by 2013 and one of the five most successful international airlines in the world by 2016. Achieving these goals would mean continued expansion in the WestJet organization. How could WestJet continue to build a high engagement culture as it experienced high rates of growth? In April 2009, in light of the company's rosy predictions of further growth and success, WestJet's pilots seemed dissatisfied with elements of the new contract offer. The leadership team had met a crossroad.

Teaching Note: 8B09C12 (12 pages)
Industry: Transportation and Warehousing
Issues: Employee Engagement; Leadership; Culture; Employee Relations; Organizational Design
Difficulty: 4 - Undergraduate/MBA

Michael Sider, Jenni Denniston

Product Number: 9B04C028
Publication Date: 9/20/2004
Revision Date: 10/9/2009
Length: 10 pages

The director of communications at a large university has reviewed results of a communication survey completed by employees. He is pleased that the overall results were favourable, but is concerned with comments in a recent employee newsletter that provided negative feedback of the survey. It is the director's responsibility to take the results of the research and develop a formal communications plan, but as he compares the study findings to the article is confused as to how he should tackle the problem.

Teaching Note: 8B04C28 (3 pages)
Industry: Educational Services
Issues: Human Resources Management; Human Behaviour; Communications
Difficulty: 4 - Undergraduate/MBA

Chapter 14:
Respecting Employee Rights and Managing Discipline

Amit Gupta, Amita Joseph

Product Number: 9B12C023
Publication Date: 5/22/2012
Revision Date: 5/15/2012
Length: 19 pages

MSPL Limited was an iron ore mining and processing company in India. Owned by the Baldota Group, it also had interests in shipping, pelleting, and wind energy. In January 2012, MSPL’s businesses and operations were headed by Narendrakumar A. Baldota and his two sons. MSPL’s main source of revenue, the Vyasankere Iron Ore Mine (VIOM), was one of the largest iron ore mines in the private sector in India. MSPL had been progressive and proactive in its approach to sustainability and corporate social responsibility (CSR). Many of its initiatives predated government legislation related to environmental, employee, and community issues. MSPL’s policies towards environmental issues and local communities had been driven by the beliefs and vision of its founder and chairman, Baldota’s father. Baldota expanded MSPL’s initiatives related to the environment, employees, and communities. The case deals with the choices and decisions that Baldota had made regarding the numerous CSR and sustainability initiatives undertaken by the organization. Were there other initiatives that MSPL should have undertaken? Was it even necessary for the company to carry out CSR activities in the local communities?

Teaching Note: 8B12C023 (16 pages)
Industry: Mining, Quarrying, and Oil and Gas Extraction
Issues: Corporate Social Responsibility; Sustainability; Stakeholders; Mining; Natural Resources; India
Difficulty: 4 - Undergraduate/MBA

Gerard Seijts, Ivy Kyei-Poku

Product Number: 9B08C007
Publication Date: 4/1/2008
Length: 15 pages

The case explains the ordeal of the newly appointed manager of planning and reporting at Connectco, an outbound call centre in Ontario, Canada, who suspected wrong-doing early on at work. After his fears were confirmed, he was very uncomfortable with the situation he found himself in. However, he had to make a choice about how he would respond. This case also portrays, among other things, how young professionals find themselves in situations that create moral distress when they are aware of unethical conduct but feel constrained from taking action to correct it.

Teaching Note: 8B08C07 (6 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Ethical Issues; Leadership; Whistleblower; Accountability
Difficulty: 4 - Undergraduate/MBA

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

Chapter 15:
Working With Organized Labor

Rashmi Kumar Aggarwal, Harvinder Singh, Rajinder Kaur

Product Number: 9B13C009
Publication Date: 5/13/2013
Revision Date: 5/9/2013
Length: 12 pages

In 2011, Maruti Suzuki India Limited (MSIL), India’s largest car manufacturer, had three strikes in its new plant in Manesar, India. Although workers wanted recognition of a new union along with improved working conditions, MSIL insisted that workers be represented through the existing union that operated at a nearby plant. Tensions escalated to the point of violence and the matter caught the attention of national media, political parties, national trade unions, and central and state governments. Due to these strikes, MSIL struggled in terms of reputation and market share, and its component suppliers stockpiled inventory. After a series of hectic parleys and stressful episodes, the two parties reached an agreement. However, there were serious doubts as to its longevity and whether Suzuki’s Japanese management style was suitable in an Indian context.

See B case 9B14C048.

Teaching Note: 8B14C048 (9 pages)8B13C009 (6 pages)
Industry: Manufacturing
Issues: Industrial relations; strike; automobile sector; strategy; India
Difficulty: 5 - MBA/Postgraduate

Charlene Zietsma, Ken Mark

Product Number: 9B06M085
Publication Date: 11/6/2006
Revision Date: 9/21/2009
Length: 10 pages

The vice-president of human resources of the British Columbia Automobile Association (BCAA) had just concluded negotiating the first collective agreements for two separate bargaining units with the association's union, who represented about 25 per cent of BCAA's workforce. BCAA's senior management wanted to find a way to reconcile with its unionized employees while still carrying on with the biggest cultural change in the company's century-long history. They wondered how best to proceed. The case serves as a discussion vehicle for how companies can manage labor relations post-strike, while attempting to implement strategic change.

Teaching Note: 8B06M85 (9 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Strategy and Resources; Services; Small Business; Competitive Advantage
Difficulty: 4 - Undergraduate/MBA

Gerard Seijts, Ann C. Frost, Ken Mark

Product Number: 9B06C005
Publication Date: 4/11/2006
Revision Date: 9/17/2009
Length: 23 pages

Having overseen the oftentimes acrimonious merger of Canadian Airlines, witnessed the depression in the airline passenger market in the wake of September 11, 2001, been negatively affected by the war in Iraq and the SARS threat in the spring of 2003, Robert Milton, CEO of Air Canada, had only recently reached 11th hour settlements with Air Canada's major unions. It was these agreements that had saved Air Canada from liquidation. Public critics pointed fingers directly at Milton and his actions to date as a major reason why employees and union leaders alike were so reluctant to commit to the economic health and viability of the airline. Victor Li, owner of Trinity Time Investments Ltd., was poised to buy a controlling stake in Air Canada. The proposal deal would give him veto power over a list of 23 different matters, including hiring the CEO. Should Li be confident in Milton and his management team to lead Air Canada through its next phase? Or would Air Canada be best served if Milton were let go after having brought the airline to this point?

Teaching Note: 8B06C05 (17 pages)
Industry: Transportation and Warehousing
Issues: Leadership; Management Succession; Change Management; Labour Relations
Difficulty: 4 - Undergraduate/MBA

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

Chapter 16:
Managing Workplace Safety and Health

Deborah Compeau, Yves Plourde

Product Number: 9B12C014
Publication Date: 3/9/2012
Revision Date: 3/9/2012
Length: 6 pages

On the last day of the Emerging Entrepreneurs Project in Russia, students were required to present their business plans to the instructor. Shortly before class, however, a student with difficulties speaking English informed the instructor that he would not be presenting. As the instructor considered how to respond, another student — the “alpha male of the class — claimed that the student would in fact present. The instructor needed to respond to the first student, and decide whether bullying and poor class management had contributed to this situation and the decline in class attendance.

Teaching Note: 8B12C014 (6 pages)
Issues: Teaching with Cases; Bullying; Poor Attendance; English as a Second Language (ESL); Russia; Eastern Europe

Gerard Seijts, Ivy Kyei-Poku

Product Number: 9B08C007
Publication Date: 4/1/2008
Length: 15 pages

The case explains the ordeal of the newly appointed manager of planning and reporting at Connectco, an outbound call centre in Ontario, Canada, who suspected wrong-doing early on at work. After his fears were confirmed, he was very uncomfortable with the situation he found himself in. However, he had to make a choice about how he would respond. This case also portrays, among other things, how young professionals find themselves in situations that create moral distress when they are aware of unethical conduct but feel constrained from taking action to correct it.

Teaching Note: 8B08C07 (6 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Ethical Issues; Leadership; Whistleblower; Accountability
Difficulty: 4 - Undergraduate/MBA

Chapter 17:
International HRM Challenges

Neha Paliwal Sharma, Jyotsna Bhatnagar

Product Number: 9B12C028
Publication Date: 9/4/2012
Revision Date: 5/15/2014
Length: 12 pages

Sitara was a village in India whose local governing body had 15 members headed by the gram-pradhan. In 2011, the gram-pradhan had approved a project for renovation of a large village pond as per the directives of the central government’s MNREGA scheme. However, on starting the excavation work at the project site, it was found that the area was extremely marshy. Manual labourers turned up at the site everyday but declined to work in life-threatening conditions. MNREGA prohibited the use of machines except in the case of extraordinary circumstances without exactly defining what such circumstances might be. Thus, the gram-pradhan was forced to pay labour fees for no work. The case is set at this juncture, where a solution must be found. Part A illustrates how the Indian style of management that relies on competencies such as jugaad (creative improvisation), innovation, and resourcefulness leads to talent management and capability-building even at the bottom of the pyramid. Part B brings forth the trade-off between the management practice of jugaad and management through “systematic innovation.” Part C sheds light on the public policy approach of examining the whole situation. The case also explores the competencies needed for the effective functioning of social and commercial institutions in the Indian context.

Teaching Note: 8B12C028 (19 pages)
Industry: Public Administration
Issues: Human Resource Management; Mental Model and Competency; Public Policy Governance; Bottom of the Pyramid; India
Difficulty: 5 - MBA/Postgraduate

Francesca Spigarelli, Ilan Alon, William Wei

Product Number: 9B09M097
Publication Date: 12/23/2009
Revision Date: 9/30/2010
Length: 16 pages

In 2005, the Qianjiang Group (QJ), a large-scale Chinese state-owned group, acquired the Italian company Benelli to expand its business in Western markets beyond Italy. Benelli's brand advantage was intended to provide the core competency for QJ to compete in the global motorbike markets; in addition, Benelli's capabilities and know-how in motorbike and scooter engineering also helped QJ complete its product portfolio. After a successful start, the many cultural differences related to an Italian business model and a Chinese company became problematic. Problems arose in integrating Chinese and Italian cultures and in coping with a completely different way of doing business, and the company was facing stiff competition from Japanese competitors. Despite excellent press and large industrial investments aimed at gaining efficiency and reducing prices, penetration of Western markets was difficult.

Teaching Note: 8B09M97 (18 pages)
Industry: Manufacturing
Issues: China; Competitiveness; Mergers & Acquisitions; Internationalization
Difficulty: 4 - Undergraduate/MBA

Stephen Grainger

Product Number: 9B08M004
Publication Date: 3/5/2008
Length: 7 pages

The case looks at the takeover of the Roaring Dragon Hotel (RDH), a state owned enterprise in south-west China, by global hotelier Hotel International (HI) and discusses the cultural collision and organizational adoptions resulting from the intersections of two significantly different business cultures. Specifically in this case, the focus is on the challenge involved with downsizing, redundancy, communication, cultural sensitivity, strategic planning and in developing strategy. In south-west China in 2002, the RDH business environment was just emerging from the shadow of the planned economy and had retained its guanxi-based organizational culture. At RDH, relationship development and the exchange of favors were still important and occurring on a daily basis and there was little system or efficiency in the hotel's domestic management style and processes. In comparison, Hotel International had a wealth of international experience in providing accommodation, marketing and professional management in servicing the needs of a global market steeped in corporate governance. At the commencement of the management contract there was a deep division separating the organizational cultures of RDH and HI.

Teaching Note: 8B08M04 (8 pages)
Industry: Accommodation & Food Services
Issues: China; Cross Cultural Management; Strategic Planning; Cross Cultural Communication; Cultural Sensitivity
Difficulty: 4 - Undergraduate/MBA

Paul W. Beamish, Aloysius Newenham-Kahindi

Product Number: 9B07C040
Publication Date: 10/30/2007
Length: 18 pages

The case examines how the best practices of two banks were organized and managed to provide financial services to a small niche of foreign customers in the mining, tourism and construction sectors in Tanzania. The two banks claimed to be similar in many ways. They both were from countries whose economies were run broadly on neo-liberal lines, in that there was little state intervention in either economy, however, differences existed with respect to how they managed their operations. The case is ideally suited to illustrate the on-going tension and different types of best practices in cross-market integration. It provides opportunities to explore the challenges faced by multinational company banks in managing global workforces, the evolution of the banking sector, and the influence of technology in shaping work in organizations.

Teaching Note: 8B07C40 (16 pages)
Industry: Finance and Insurance
Issues: International Management; Expatriate Management; Trade Unions; Management Training; Emerging Markets; Performance Evaluation; Recruiting; Subsidiaries; Career Development; Employee Selection
Difficulty: 4 - Undergraduate/MBA