Ivey Publishing
Hella India Lighting Limited: Transforming Human Resources
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13 pages (8 pages of text)
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Case (Field)
Striving for Great Place to Work (GPTW) culture enabled Hella India Lighting Limited (HIL), a company that manufactured automotive lighting, to recover from huge losses and become profitable. Although the company’s German management had decided to stop further investment in India after the setback of the 2008 recession, in 2018 HIL became the number one Hella location worldwide. It was also recognized as one of the best places to work at the national level in the automotive industry and ranked 20th in the 2018 GPTW Great Mid-Size Workplaces category. To achieve these milestones, HIL focused on effectively implementing existing policies and periodically upgrading and focusing policies around employee welfare; thus making way for strategic human resources (HR) management. Valuing its employees as equal to its customers, HIL’s main focus was employee engagement. The transformation led to successful GPTW survey results, which encouraged HIL management to revise the HR team’s 2020 target: their new task was to secure a position among the top 10 companies of the GPTW survey by 2020.
Learning Objective:
This case was designed for use in an undergraduate- or graduate-level course on human resources (HR) management, strategy management, organizational dynamics, or managing workplace dynamics. The case requires a basic understanding of the organizational structure of any manufacturing plant. After completion of this case, students will be able to
  • understand strategic HR management;
  • appreciate the benefits of employee engagement;
  • understand the importance of building organizational culture to improve profitability;
  • appreciate the role of HR as a change agent and employee champion; and
  • understand human-centric leadership.
Organizational Behaviour/Leadership,  International
India, Large, 2018
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