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Noe-Hollenbeck-Gerhart-Wright: Human Resource Management, Seventh Edition
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 Front Matter
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| 8 pp.
| Preface
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| 66 pp.
| 1. Human Resource Management: Gaining a Competitive Advantage
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| 20 pp.
| Case — JetBlue Airways: Starting from Scratch
Author(s): Gittell, Jody Hoffer; O’Reilly, Charles A
Publication Date: 02/10/2001 Revision Date: 10/29/2001
Product Type: Case (Field)
Product Description: JetBlue Airways shows how an entrepreneurial venture can use human resource management, specifically a values-centered approach to managing people, as a source of competitive advantage. The major challenge faced by Ann Rhoades is to grow this people-centered organization at a rapid rate, while retaining high standards for employee selection and a small company culture. Teaching Purpose: To consider the role of human resource management, leadership, and values in a start-up venture, and to address the tension between a strong organizational culture and rapid growth.
HBS Number: 9-801-354
Geographic Setting: New York, NY Industry Setting: airlines
Company Size: start-up Number of Employees: 950
Event Year Start: 2000 Event Year End: 2000
Subjects: Airlines; Corporate culture; Entrepreneurship; Human resources management; Recruitment; Unionization; Values; Venture capital
Academic Discipline: Service management
Supplementary Materials: Teaching Note, (5-801-386), 6p, by Jody Hoffer Gittell, Charles A. O‘Reilly III
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| 25 pp.
| Case — Men’s Wearhouse: Success in a Declining Industry
Author(s): Pfeffer, Jeffrey
Publication Date: 07/01/1997 Revision Date: 11/08/2004
Product Type: Case (Field)
Publisher: Stanford University
Product Description: George Zimmer, CEO of the Men’s Wearhouse, is considering what has made the firm so successful; what, if anything, it should do differently to continue to succeed; and how to manage its growth and culture as the firm expands in the very competitive men‘s tailored clothing market. Retailing is the largest industry in the United States. Most retailing firms have traditionally been staffed with poorly paid, poorly trained, part-time help, and often experience tremendous turnover. Founded in 1973 in Houston, the Men's Wearhouse now has over 300 stores and is adding stores at the rate of 50 per year as it extends its geographic reach. This case provides information on the founder's beliefs, the firm's financial performance, the company's management practices, and detailed information on its various training activities.
HBS Number: HR5
Geographic Setting: San Francisco, CAIndustry Setting: retail clothingNumber of Employees: 4,000Gross Revenues: $500 million revenues
Event Year Start: 1997Event Year End: 1997
Subjects: Clothing; Corporate culture; Employee training; Management philosophy; Personnel policies; Retailing; Work force management
Academic Discipline: Human resources management
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| 27 pp.
| Case — Human Resources at the AES Corp.: The Case of the Missing Department
Author(s): Pfeffer, Jeffrey
Publication Date: 02/01/1997 Revision Date: 11/19/2004
Product Type: Case (Field)
Publisher: Stanford University
Product Description: AES develops and operates electric power plants all over the world, and by late 1996, has approximately 20,000 employees. But, the corporation has no human resources staff, either at corporate headquarters in Arlington, VA, or in any of its operating facilities. Moreover, the company has very little centralized staff at all — little or no strategic planning, no environmental department, and almost no legal staff. The question is: Could and should the company continue to operate in this same way, with little specialized staff, as it continues to expand and geographically diversify? Another question is: How had the organization been able to be so successful without developing and relying on specialized expertise?
HBS Number: HR3
Geographic Setting: Thames, CTIndustry Setting: electrical power plantGross Revenues: $685 million revenues
Event Year Start: 1996Event Year End: 1996
Subjects: Delegation of authority; Electric power; Human resources management; Management philosophy; Organizational structure; Teams
Academic Discipline: Human resources management
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| 22 pp.
| Case — United Parcel Service (A)
Author(s): Sonnenfeld, Jeffrey A.; Lazo, Meredith
Publication Date: 10/23/1987 Revision Date: 03/23/1992
Product Type: Case (Field)
Product Description: United Parcel Service (UPS) in 1987 faced serious challenges to its long-standing policies of on-the-job training and promotion from within. Increased competition in its traditional business of ground transport found UPS lagging in computerization and in need of technical expertise it could not simply cull from within its ranks. Whether, when, and how the new people were to be hired and assimilated, and to what extent the UPS culture and/or the new people would have to adapt, were the key questions. May be used with: (9-488-017) United Parcel Service (B).
HBS Number: 9-488-016
Geographic Setting: Worldwide Industry Setting: package transport
Company Size: large
Event Year Start: 1987 Event Year End: 1987
Subjects: Air freight service; Careers & career planning; Corporate culture; Diversification; Employee training; Human resources management; Shipping
Academic Discipline: Human resources management
Supplementary Materials: Teaching Note, (5-488-011), 13p, by Jeffrey A. Sonnenfeld, Maury A. Peiperl
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| 27 pp.
| Case — Southwest Airlines: Using Human Resources for Competitive Advantage (A)
Author(s): O’Reilly, Charles A., III; Pfeffer, Jeffrey
Publication Date: 01/01/1995 Revision Date: 04/05/2006
Product Type: Case (Field)
Publisher: Stanford University
Product Description: In 1994 both United Airlines and Continental Airlines launched low-cost airlines-within-an-airline to compete with Southwest Airlines. From 1991 until 1993 Southwest had increased its market share of the critical West Coast market from 26% to 45%. This case considers how Southwest had developed a sustainable competitive advantage and emphasizes the role of human resources as a lever for the successful implementation of strategy. Asks whether competitors can successfully imitate the Southwest approach. May be used with: (99307) Firing Up the Front Line.
HBS Number: HR1A
Geographic Setting: United States Industry Setting: Airline industry Number of Employees: 12,000 Gross Revenues: $2.2 billion revenues
Event Year Start: 1994 Event Year End: 1994
Subjects: Corporate strategy; Human resources management; Organizational behavior; Strategy implementation
Academic Discipline: Competitive strategy
Supplementary Materials: Supplement (Field), (HR1B), 8p, by Charles A. O‘Reilly III; Teaching Note, (HR1T), 3p, by Charles A. O'Reilly III, Jeffrey Pfeffer
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| I. The Human Resource Environment
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| 1 pp.
| Introduction
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| 34 pp.
| 2. Strategic Human Resource Management
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| 20 pp.
| Case — JetBlue Airways: Starting from Scratch
Author(s): Gittell, Jody Hoffer; O’Reilly, Charles A
Publication Date: 02/10/2001 Revision Date: 10/29/2001
Product Type: Case (Field)
Product Description: JetBlue Airways shows how an entrepreneurial venture can use human resource management, specifically a values-centered approach to managing people, as a source of competitive advantage. The major challenge faced by Ann Rhoades is to grow this people-centered organization at a rapid rate, while retaining high standards for employee selection and a small company culture. Teaching Purpose: To consider the role of human resource management, leadership, and values in a start-up venture, and to address the tension between a strong organizational culture and rapid growth.
HBS Number: 9-801-354
Geographic Setting: New York, NY Industry Setting: airlines
Company Size: start-up Number of Employees: 950
Event Year Start: 2000 Event Year End: 2000
Subjects: Airlines; Corporate culture; Entrepreneurship; Human resources management; Recruitment; Unionization; Values; Venture capital
Academic Discipline: Service management
Supplementary Materials: Teaching Note, (5-801-386), 6p, by Jody Hoffer Gittell, Charles A. O‘Reilly III
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| 25 pp.
| Case — Men’s Wearhouse: Success in a Declining Industry
Author(s): Pfeffer, Jeffrey
Publication Date: 07/01/1997 Revision Date: 11/08/2004
Product Type: Case (Field)
Publisher: Stanford University
Product Description: George Zimmer, CEO of the Men’s Wearhouse, is considering what has made the firm so successful; what, if anything, it should do differently to continue to succeed; and how to manage its growth and culture as the firm expands in the very competitive men‘s tailored clothing market. Retailing is the largest industry in the United States. Most retailing firms have traditionally been staffed with poorly paid, poorly trained, part-time help, and often experience tremendous turnover. Founded in 1973 in Houston, the Men's Wearhouse now has over 300 stores and is adding stores at the rate of 50 per year as it extends its geographic reach. This case provides information on the founder's beliefs, the firm's financial performance, the company's management practices, and detailed information on its various training activities.
HBS Number: HR5
Geographic Setting: San Francisco, CAIndustry Setting: retail clothingNumber of Employees: 4,000Gross Revenues: $500 million revenues
Event Year Start: 1997Event Year End: 1997
Subjects: Clothing; Corporate culture; Employee training; Management philosophy; Personnel policies; Retailing; Work force management
Academic Discipline: Human resources management
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| 27 pp.
| Case — Human Resources at the AES Corp.: The Case of the Missing Department
Author(s): Pfeffer, Jeffrey
Publication Date: 02/01/1997 Revision Date: 11/19/2004
Product Type: Case (Field)
Publisher: Stanford University
Product Description: AES develops and operates electric power plants all over the world, and by late 1996, has approximately 20,000 employees. But, the corporation has no human resources staff, either at corporate headquarters in Arlington, VA, or in any of its operating facilities. Moreover, the company has very little centralized staff at all — little or no strategic planning, no environmental department, and almost no legal staff. The question is: Could and should the company continue to operate in this same way, with little specialized staff, as it continues to expand and geographically diversify? Another question is: How had the organization been able to be so successful without developing and relying on specialized expertise?
HBS Number: HR3
Geographic Setting: Thames, CTIndustry Setting: electrical power plantGross Revenues: $685 million revenues
Event Year Start: 1996Event Year End: 1996
Subjects: Delegation of authority; Electric power; Human resources management; Management philosophy; Organizational structure; Teams
Academic Discipline: Human resources management
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| 22 pp.
| Case — United Parcel Service (A)
Author(s): Sonnenfeld, Jeffrey A.; Lazo, Meredith
Publication Date: 10/23/1987 Revision Date: 03/23/1992
Product Type: Case (Field)
Product Description: United Parcel Service (UPS) in 1987 faced serious challenges to its long-standing policies of on-the-job training and promotion from within. Increased competition in its traditional business of ground transport found UPS lagging in computerization and in need of technical expertise it could not simply cull from within its ranks. Whether, when, and how the new people were to be hired and assimilated, and to what extent the UPS culture and/or the new people would have to adapt, were the key questions. May be used with: (9-488-017) United Parcel Service (B).
HBS Number: 9-488-016
Geographic Setting: Worldwide Industry Setting: package transport
Company Size: large
Event Year Start: 1987 Event Year End: 1987
Subjects: Air freight service; Careers & career planning; Corporate culture; Diversification; Employee training; Human resources management; Shipping
Academic Discipline: Human resources management
Supplementary Materials: Teaching Note, (5-488-011), 13p, by Jeffrey A. Sonnenfeld, Maury A. Peiperl
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| 27 pp.
| Case — Southwest Airlines: Using Human Resources for Competitive Advantage (A)
Author(s): O’Reilly, Charles A., III; Pfeffer, Jeffrey
Publication Date: 01/01/1995 Revision Date: 04/05/2006
Product Type: Case (Field)
Publisher: Stanford University
Product Description: In 1994 both United Airlines and Continental Airlines launched low-cost airlines-within-an-airline to compete with Southwest Airlines. From 1991 until 1993 Southwest had increased its market share of the critical West Coast market from 26% to 45%. This case considers how Southwest had developed a sustainable competitive advantage and emphasizes the role of human resources as a lever for the successful implementation of strategy. Asks whether competitors can successfully imitate the Southwest approach. May be used with: (99307) Firing Up the Front Line.
HBS Number: HR1A
Geographic Setting: United States Industry Setting: Airline industry Number of Employees: 12,000 Gross Revenues: $2.2 billion revenues
Event Year Start: 1994 Event Year End: 1994
Subjects: Corporate strategy; Human resources management; Organizational behavior; Strategy implementation
Academic Discipline: Competitive strategy
Supplementary Materials: Supplement (Field), (HR1B), 8p, by Charles A. O‘Reilly III; Teaching Note, (HR1T), 3p, by Charles A. O'Reilly III, Jeffrey Pfeffer
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| 47 pp.
| 3. The Legal Environment: Equal Employment Opportunity and Safety
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| 8 pp.
| Case — Mitsubishi Motor Manufacturing of America: The Quest for a Model Workplace
Paine, Lynn Sharp; Coxe, Dale O.
Describes the sexual harassment case brought against Mitsubishi Motor Manufacturing of America by nearly 300 female employees in April 1996. Also presents the recommendations developed for the company by former U.S. Labor Secretary Lynn Marten. In response to the harassment controversy, Marten was asked to review the plant’s policies and to formulate a plan for a "model workplace." Teaching Purpose: To help students develop an understanding of the causes and consequences of sexual harassment, and to illustrate an approach to developing a harassment-free environment.
HBS Number: 9-398-028 Type: Case (Library)
Publication Date: 9/16/1997 Revision Date: 5/7/1998
Geographic Setting: United States Industry Setting: automobiles Number of Employees: 4,000
Event Year Start: 1996 Event Year End: 1997
Subjects: Corporate culture; Discrimination; Ethics; Legal aspects of business; Organizational change; Sexual harassment; Women
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| 16 pp.
| Case — Star Distributors, Inc. (A)
Thomas, David A.; Evans, Deborah J.
Depicts the conflict and organizational problems that emerged in a franchise operation owned by Paul Logan, an African American, and John Heyman, a white American. Provides the opportunity to examine the ways in which race influences managerial behavior and organizational dynamics. Also raises issues of organizational performance, headquarters-franchise relations and conflict resolution.
HBS Number: 9-493-015 Type: Case (Field)
Publication Date: 8/31/1992 Revision Date: 2/24/1998
Geographic Setting: Detroit, MI Industry Setting: beverage distributorship
Company Size: small Number of Employees: 100
Event Year Start: 1983 Event Year End: 1989
Subjects: Discrimination; Diversity; Franchising; Interpersonal behavior; Managerial behavior; Organizational behavior
Supplementary Materials: Supplement (Field), (9-493-016), 1p, by David A. Thomas, Deborah J. Evans; Teaching Note, (5-496-004), 9p, by David A. Thomas
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| 28 pp.
| Case — Ann Hopkins (A)
Author(s): Badaracco, Joseph L., Jr.; Barkan, Ilyse
Publication Date: 02/20/1991 Revision Date: 08/13/2001
Product Type: Case (Library)
Product Description: Intended to help students understand the many barriers organizations face as their members and their management ranks grow more diverse. As a case on business ethics, it encourages students to discuss what “fairness” and “diversity’‘ mean when an organization is also trying to create a sense of teamwork and “fit.'' Based upon the open court records of Ann Hopkins versus Price Waterhouse, a sexual discrimination and sexual stereotyping suit brought by a woman who was denied partnership at Price Waterhouse. (The court found in her favor.) Includes lengthy exhibits drawn directly from Price Waterhouse.
HBS Number: 9-391-155
Geographic Setting: United States Industry Setting: public accounting/consulting Number of Employees: 900
Event Year Start: 1978 Event Year End: 1983
Subjects: Discrimination; Diversity; Ethics; Legal aspects of business; Women
Academic Discipline: Social enterprise & ethics
Supplementary Materials: Supplement (Library), (9-391-170), 2p, by Joseph L. Badaracco Jr., Ilyse Barkan; Teaching Note, (5-392-145), 11p, by Joseph L. Badaracco Jr., Allen Webb
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| 22 pp.
| Case — Workplace Safety at Alcoa (A)
Author(s): Clark, Kim B.; Margolis, Joshua D.
Publication Date: 10/31/1991 Revision Date: 01/14/2000
Product Type: Case (Field)
Product Description: Examines the challenge facing the managers of a large aluminum manufacturing plant in its drive to improve workplace safety. The CEO of the company has made safety a top priority. The plant has made good progress in reducing the injury rate, but now confronts the need to accelerate its improvement. Doing so requires the safety director to consider progress to date and analyze the opportunities for improvement, many of which involve fundamental changes in behavior at all levels of the organization. Progress has not been uniform throughout the plant and past approaches may not be adequate in meeting the challenge. As the case comes to a close, these issues come to a head because a superintendent wants to fire a supervisor who has failed to adhere to safety procedures. Designed to introduce students to the issues of safety in its operating context. Students have information available that allows them to analyze underlying causes and identify major opportunities for improvement. However, the interactions between safety and other dimensions of manufacturing performance are evident in developing and implementing a plan for improvement. May be used with: (9-600-068) Workplace Safety at Alcoa (B).
HBS Number: 9-692-042
Geographic Setting: Indiana Industry Setting: aluminum Company Size: Fortune 500 Number of Employees: 63,000 Gross Revenues: $10.7 billion revenues
Event Year Start: 1991 Event Year End: 1991
Subjects: Aluminum industry; Manufacturing strategy; Occupational safety; Operating systems; Operations management; Terminations
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-697-128), 17p, by H. Kent Bowen
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| 36 pp.
| 4. The Analysis and Design of Work
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| 16 pp.
| Case — Polycom, Inc.: Visualizing Culture
Author(s): Christensen, Clayton M.
Publication Date: 10/17/2000 Revision Date: 01/17/2001
Product Type: Case (Field)
Product Description: Polycom is a rapidly growing maker of video conferencing and teleconferencing equipment. Management is attempting to use "natural work groups" as an organizing mechanism, and to build into the culture implicit rules that will cause desired behaviors to be self-policing. Teaching Purpose: To explore organizational forms that might robustly handle continued growth.
HBS Number: 9-601-073
Geographic Setting: United StatesIndustry Setting: telecommunicationsNumber of Employees: 500Gross Revenues: $500 million revenues
Event Year Start: 2000Event Year End: 2000
Subjects: Control systems; Growth management; Innovation; Organizational design; Technological change; Telecommunications
Academic Discipline: General management
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| 21 pp.
| Case — Novartis Pharma: The Business Unit Model
Author(s): Datar, Srikant M.; Knoop, Carin-Isabel; Re
Publication Date: 01/23/2001 Revision Date: 07/17/2001
Product Type: Case (Field)
Product Description: In June 2000, Novartis reorganized its pharmaceutical business to form global business units in oncology, transplantation, ophthalmology, and mature products. The remaining products (primary care products) were managed as before within global functions (R&D), marketing, etc.) The new organization created a matrix structure and new roles and responsibilities for heads of business functions, CEOs of new business units, and country managers operating in over 100 countries. Teaching Purpose: To explore the reasons for Novartis’s reorganizing into the new matrix structure, the tensions and challenges the new structure creates, and the culture and accountability needed to make the new structure work.
HBS Number: 9-101-030
Geographic Setting: SwitzerlandIndustry Setting: pharmaceuticalsNumber of Employees: 70,000Gross Revenues: $21 billion revenues
Event Year Start: 2000Event Year End: 2000
Subjects: Business unit; Decentralization; Global Research Group; Matrix organization; Pharmaceuticals; Profit centers; Recruitment; Restructuring; Switzerland
Academic Discipline: Accounting & control
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| 23 pp.
| Case — Specialty Medical Chemicals
Hamermesh, Richard G.; Doran, Lucinda
A new general manager is supposed to rekindle growth. Seven months later, he questions the abilities of his direct reports. An organizational psychologist is brought in to assess his people. The general manager now has to decide who to keep and how to structure his direct report team. Teaching Purpose: To illustrate the issues a general manager faces when assembling his direct report team.
HBS Number: 9-399-094 Type: Case (Gen Exp)
Publication Date: 12/18/98 Revision Date: 5/5/99
Geographic Setting: United States Industry Setting: medical Number of Employees: 1,600 Gross Revenues: $425 million revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Employee development; Executive selection; Human resources management; Management of change; Management teams; Performance appraisal; Pharmaceuticals; Psychology
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| 15 pp.
| Case — Kenan Systems
Author(s): Bower, Joseph L.; Weber, James B.; Hout, S
Publication Date: 02/15/2001
Product Type: Case (Field)
Product Description: Kenan Sahin has built a very successful company using a unique business model and a unique organization and culture. Success has brought important risks, but logical options such as sale, partnering, or going public threatens the culture and hence the business. Teaching Purpose: Uses a very powerful business problem to motivate a deep examination of a counter-intuitive organization and culture.
HBS Number: 9-301-101
Geographic Setting: Cambridge, MAIndustry Setting: softwareNumber of Employees: 1,000Gross Revenues: $100 million revenues
Event Year Start: 1985Event Year End: 1998
Subjects: Business models; Corporate culture; Innovation; Organizational management; Organizational structure; Software industry
Academic Discipline: General management
Supplementary Materials: Case Video, (9-302-805), 27 min, by Joseph L. Bower
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| 20 pp.
| Case — MacTemps: Building Commitment in the Interim Workforce
Bradach, Jeffrey L.; Sackley, Nicole
MacTemps is a provider of temporary workers skilled in computer graphics and database management. Unlike many temporary agencies that treat temps as a commodity, MacTemps has attempted to build relationships with temps through offering benefits and training. This case explores the pros and cons of this strategy by presenting data on the underlying economics of the arrangement and the characteristics of the temp force. Teaching Purpose: To discuss the economics of contingent work arrangements, strategies for building relationships with workers/temps, strategies for staffing firms in highly competitive environments, and the changing social contract between people and organizations.
HBS Number: 9-497-005 Type: Case (Field)
Publication Date: 10/7/1996 Revision Date: 1/6/1997
Geographic Setting: United States Industry Setting: staffing Number of Employees: 130 Gross Revenues: $56 million revenues
Subjects: Careers & career planning; Human resources management; MIS; Organizational design; Personnel management
Supplementary Materials: Teaching Note, (5-497-065), 15p, by Jeffrey L. Bradach
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| II. Acquisition and Preparation of Human Resources
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| 1 pp.
| Introduction
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| 40 pp.
| 5. Human Resource Planning and Recruitment
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| 25 pp.
| Case — Dreyer’s Grand Ice Cream (A)
Author(s): Carroll, Glenn R.; Chatman, Jennifer; Chan
Publication Date: 01/08/2001 Revision Date: 12/01/2001
Product Type: Case (Field)
Publisher: Stanford University
Product Description: In June 1998, the senior management team at Dreyer’s Grand Ice Cream faced a number of internal and external difficulties that were some of the most challenging problems the company ever faced. Problems included profitability issues, record-high butterfat prices, aggressive discounting by competitors, higher margin better-for-you segment collapse, severance of Ben & Jerry‘s distribution contract, and management health issues. Given a mandatory and necessary financial restructuring of the company, the senior management team faced some tough employee issues and needed to make very significant decisions to overcome their difficult times. Teaching Purpose: To teach students how to manage a difficult organizational politics issue.
HBS Number: OB35A
Geographic Setting: United StatesIndustry Setting: ice cream, dairy, consumer productsNumber of Employees: 4,000Gross Revenues: $1.16 billion revenues
Event Year Start: 1998Event Year End: 1998
Subjects: Communication in organizations; Corporate culture; Downsizing; Employee morale; Employee problems; Financial strategy; Food; Human resources management; Loyalty; Management of crises; Organizational behavior
Academic Discipline: Human resources management
Supplementary Materials: Supplement (Field), (OB35B), 11p, by Glenn R. Carroll, Jennifer Chatman, Victoria Chang; Supplement (Field), (OB35C), 2p, by Glenn R. Carroll, Jennifer Chatman, Victoria Chang
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| 27 pp.
| Case — Recruiting at Bowles Hollowell Conner & Co.
Author(s): Ibarra, Herminia; Kotter, John P.; Gabarro, John J.; Burtis, Andrew
Publication Date: 12/16/1993 Revision Date: 03/17/1997
Product Type: Case (Field)
Product Description: Examines the recruiting process of Bowles Hollowell Conner & Co. (BHC), an investment banking firm known for its work with middle market companies. Specifically, presents a profile of the firm and its recruiting process and then examines that process through the firm’s recruiting efforts at Harvard Business School (HBS). Includes the resumes of 17 second-year HBS students who sought interviews for an associate position with BHC and raises the issue of how interview selections were made from those resumes.
HBS Number: 9-494-071
Geographic Setting: United States Industry Setting: investment banking Number of Employees: 40 Gross Revenues: $20 million revenues
Subjects: Human resources management; Investment banking; Personnel selection; Recruitment
Academic Discipline: Human resources management
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| 20 pp.
| Case — Pathways to Independence: Welfare-to-Work at Marriott International
Kanter, Rosabeth Moss; Pruyne, Ellen
In 1991 Marriott International established a program called Pathways to Independence to recruit and train people from the welfare rolls. The program graduated over 1,000 people in eight years and retained about 20% more of its participants than regular hires. Now the program director wished to double the program size. The questions: Was this feasible with a decreasing supply of employable welfare recipients? Could the quality control required at Marriott be maintained with such a large and rapid expansion? May be used with: (9-399-064) Welfare-to-Work Information and Statistics; (9-399-503) Marriott’s Pathways to Independence, Video.
HBS Number: 9-399-067 Type: Case (Field)
Publication Date: 10/22/1998
Geographic Setting: United States Industry Setting: hospitality Number of Employees: 131,000 Gross Revenues: $9 billion revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Control systems; Employee training; Innovation; Leadership; Recruitment; Service management; Social change; Social enterprise; Work force management
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| 15 pp.
| Case — Bitstream
Author(s): Roberts, Michael J.
Publication Date: 11/18/1992 Revision Date: 11/18/1998
Product Type: Case (Field)
Product Description: Focuses on the new CEO of a growing software firm, the culture he’s tried to create, and the need to hire a manager to spearhead a new product division. Includes details on how the search was conducted and presents resumes of four candidates who are being considered for the position. Designed to allow students to think through the recruitment, selection, and interview process.
HBS Number: 9-393-055
Geographic Setting: Boston, MA Industry Setting: software
Company Size: small Number of Employees: 200 Gross Revenues: $30 million revenues
Event Year Start: 1992 Event Year End: 1992
Subjects: Personnel selection; Recruitment; Software
Academic Discipline: Entrepreneurship
Supplementary Materials: Teaching Note, (5-898-255), 6p, by Michael J. Roberts
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| 39 pp.
| 6. Selection and Placement
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| 14 pp.
| Case — Note on the Hiring and Selection Process
Author(s): Roberts, Michael J.
Publication Date: 02/03/1993
Product Type: Note
Product Description: Describes a model for thinking about the hiring and selection process.
HBS Number: 9-393-093
Subjects: Entrepreneurial management; Growth management; Personnel management; Personnel selection; Recruitment
Academic Discipline: Entrepreneurship
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| 19 pp.
| Case — AvantGo
Author(s): MacCormack, Alan; Herman, Kerry
Publication Date: 04/13/2001 Revision Date: 11/07/2001
Product Type: Case (Field)
Product Description: Richard Owen, CEO of AvantGo, is preparing for a meeting in which he will set the human resource policy for the firm going forward. It has been three months since the company’s IPO, and given the tremendous cramp in hiring over the six months prior to the IPO, he knows that this meeting will set the expectations for the many annual evaluations that will follow. Uppermost in his mind is the decision over whether to implement a "forced-curve" grading scheme, and the implications of this decision on staff perceptions and notification. Teaching Purpose: To illustrate the challenges of a rapidly growing new technology venture, specifically with regard to the hiring, retention, and firing of new employees. Also examines the process of building a senior management team, including the decision of when to replace a CEO, how to do it, and with whom.
HBS Number: 9-601-095
Geographic Setting: Silicon Valley, CAIndustry Setting: high technology/wireless/mobileNumber of Employees: 310
Event Year Start: 1998Event Year End: 2000
Subjects: Entrepreneurial management; Incentives; Performance appraisal; Software; Telecommunications
Academic Discipline: Operations management
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| 32 pp.
| Case — DigitalThink: Building a Sales Force
Roberts, Michael J.; Lassiter, Joseph B., III; Darwall, Christina
Describes the broad set of issues faced by a young company in the Internet-based training business as they begin to sell their product to corporate customers. Issues include: profile of attractive candidates, compensation, definition of territory, definition of quotas, and role of regional management. Teaching Purpose: To explore the detailed decisions and implementation steps required to build a sales force.
HBS Number: 9-898-193 Type: Case (Field)
Publication Date: 3/10/1998 Revision Date: 6/24/1999
Geographic Setting: California Industry Setting: Internet/training Number of Employees: 12 Gross Revenues: $1 million revenues
Event Year Start: 1997 Event Year End: 1997
Subjects: California Research Center; Employee training; Entrepreneurship; Information services; Internet; Marketing management; Sales management; Sales organization
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| 76 pp.
| 7. Training
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| 30 pp.
| Case — Ritz-Carlton Hotel Co.
Author(s): Sucher, Sandra J.; McManus, Stacy
Publication Date: 03/20/2001 Revision Date: 09/30/2005
Product Type: Case (Field)
Product Description: In just seven days, the Ritz-Carlton transforms newly hired employees into “Ladies and Gentlemen Serving Ladies and Gentlemen.” The case details a new hotel launch, focusing on the unique blend of leadership, quality processes, and values of self-respect and dignity, to create award-winning service.
HBS Number: 9-601-163
Geographic Setting: District of Columbia Industry Setting: Lodging industry Number of Employees: 18,000 Gross Revenues: $1.5 billion revenues
Event Year Start: 2000 Event Year End: 2000
Subjects: Brands; Change management; Human resources management; Innovation; Operations management; Organizational behavior
Academic Discipline: Service management
Supplementary Materials: Teaching Note, (5-602-113), 28p, by Sandra J. Sucher
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| 17 pp.
| Case — Chaparral Steel: Rapid Product and Process Development
Author(s): Leonard-Barton, Dorothy; Preuss, Gil
Publication Date: 09/03/1991 Revision Date: 01/26/1998
Product Type: Case (Field)
Product Description: One of the nation’s foremost mini-mills‘ core competence is the rapid realization of technology into products. This case describes the development of a highly innovative casting technique and features the role of the company's culture in achieving its goals. The company exemplifies a learning organization.
HBS Number: 9-692-018
Geographic Setting: Texas Industry Setting: steel Number of Employees: 900
Event Year Start: 1983 Event Year End: 1991
Subjects: Corporate culture; Innovation; Product development; Production planning; Research & development; Steel; Technology
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-692-047), 15p, by Dorothy Leonard-Barton, Alistair D. Williamson
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| 21 pp.
| Case — SUPERVALU, Inc.: Professional Development Program
Aguilar, Francis J.
SUPERVALU examines the creation and implementation of a training program for attracting and retaining college graduates for the nation’s largest wholesale food distribution company. It addresses: 1) program design and 2) the management of the design effort and program implementation. The case is appropriate for courses in organizational behavior, human resources management, and general management. Teaching Purpose: To learn how to manage the creation, introduction, and perpetuation of a complex training program in a large, dynamic business organization with a strong culture.
HBS Number: 9-900-019 Type: Case (Field)
Publication Date: 11/22/1999
Geographic Setting: Minnesota Industry Setting: food wholesale/retail Number of Employees: 50,000 Gross Revenues: $17.4 billion revenues
Event Year Start: 1999 Event Year End: 1999
Subjects: Employee training; Food; Management of change; Organizational development; Recruitment
Supplementary Materials: Teaching Note, (5-900-020), 4p, by Francis J. Aguilar
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| 4 pp.
| Case — Motorola (A)
Meyer, Kathleen; Kelemen, Matt; Weiss, Stephanie
In the late 1970s, Motorola CEO Bob Galvin knew that the electronics industry was growing increasingly competitive. Though Motorola was faring well in the battle, technology was sprinting ahead. In fact, most technical knowledge was ob
HBS Number: 9-996-051 Type: Case (Field)
Publication Date: 12/30/1996
Geographic Setting: Schaumberg, IL Number of Employees: 140,000 Gross Revenues: $27 billion revenues
Event Year Start: 1979 Event Year End: 1996
Subjects: Electronics; Employee training; Ethics; High technology products; Human resources management; Manufacturing; Social enterprise
Supplementary Materials: Supplement (Field), (9-996-052), 7p, by Kathleen Meyer, Matt Kelemen, Stephanie Weiss; Teaching Note, (5-996-053), 6p, by Kathleen Meyer, Matt Kelemen, Stephanie Weiss; Case Video, (9-996-552), 7 min, by Kathleen Meyer, Stephanie Weiss
Publisher: Business Enterprise Trust
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| 21 pp.
| Case — Sealed Air Taiwan (A)
Paine, Lynn Sharp; Crawford, Robert J.
The general manager for U.S.-based Sealed Air Corp.’s Taiwan subsidiary must decide whether he‘s hired the right person to bridge the gap between Sealed Air's corporate culture and Taiwan's business culture. This case details Bob Kayser's experiences in trying to infuse the Sealed Air culture into the Taiwan operation, including approaches to training, compensation, and motivation. Teaching Purpose: To help students understand important aspects of Chinese culture in Taiwan and to explore approaches to bridging gaps between differing cultures.
HBS Number: 9-399-058 Type: Case (Field)
Publication Date: 9/23/98 Revision Date: 4/13/99
Geographic Setting: Taiwan Industry Setting: packaging Number of Employees: 30 Gross Revenues: $2-3 million revenues
Event Year Start: 1997 Event Year End: 1997
Subjects: Compensation; Corporate culture; Cross cultural relations; Human resources management; Motivation; Organizational change; Packaging; Southeast Asia
Supplementary Materials: Supplement (Field), (9-399-059), 2p, by Lynn Sharp Paine, Robert J. Crawford
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| 25 pp.
| Case — Managing Conflict in a Diverse Workplace
Author(s): Gentile, Mary; Gant, Sara B.
Publication Date: 01/23/1995 Revision Date: 06/01/1995
Product Type: Case (Library)
Product Description: Consists of several vignettes and discussion points around issues of conflict in the workplace. Issues presented are differences of race, gender, nationality, culture, religion; access to power, training, advancement; tolerance of style of management, language, politics; implications of involvement in these issues.
HBS Number: 9-395-090
Geographic Setting: Unspecified
Subjects: Conflict; Cross cultural relations; Grievances; Group behavior; Job satisfaction; Work force management
Academic Discipline: Social enterprise & ethics
Supplementary Materials: Teaching Note, (5-396-008), 15p, by Mary Gentile
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| III. Assessment and Development of HRM
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| 1 pp.
| Introduction
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| 60 pp.
| 8. Performance Management
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| 31 pp.
| Case — Building the Culture at Agilent Technologies: Back to the Future
Author(s): O’Reilly, Charles A., III; Yokoi, Grace
Publication Date: 09/01/2001 Revision Date: 12/06/2001
Product Type: Case (Field)
Publisher: Stanford University
Product Description: In 1999, Hewlett-Packard (HP) split into two companies. The issue facing human resources (HR) had to do with creating loyalty and enthusiasm for a new company (Agilent) whose roots lay in an established institution with an extremely loyal workforce who identified with the HP brand. How could they create a new culture of more focus and accountability with the same people? Developing an organizational culture that supported business performance and accountability was the foremost HR task. This case provides detailed background on the company‘s key initiatives and projects to transform HR organization and culture in the new company. The HR transformation marked a change from an egalitarian, safe culture to a performance culture characterized by a strong meritocracy and a results-based rewards program. In 2001, the company faced increasing financial challenges that would test the newly developing culture. How could top management continue building the Agilent culture—especially in the face of layoffs and restructuring?
HBS Number: HR20
Geographic Setting: United StatesIndustry Setting: electronicsNumber of Employees: 47,000Gross Revenues: $174 million revenues
Event Year Start: 1999Event Year End: 2001
Subjects: Corporate culture; Corporate reorganization; Electronics; Employee morale; Human resources management; Organizational behavior; Performance measurement
Academic Discipline: Human resources management
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| 16 pp.
| Case — Firmwide 360-degree Performance Evaluation Process at Morgan Stanley
Author(s): Burton, M. Diane
Publication Date: 02/13/1998 Revision Date: 10/29/1998
Product Type: Case (Field)
Product Description: Describes Morgan Stanley’s firmwide, 360-degree performance evaluation process. Evaluation forms are included as exhibits. Teaching Purpose: To introduce students to a 360-degree performance evaluation process. May be used with: (9-498-054) Rob Parson at Morgan Stanley (A); (9-498-056) Rob Parson at Morgan Stanley (C); (9-498-057) Rob Parson at Morgan Stanley (C) (Abridged); (9-400-043) Morgan Stanley: Becoming a “One-Firm Firm”.
HBS Number: 9-498-053
Geographic Setting: New York, NY Industry Setting: investment banking Number of Employees: 2,000 Gross Revenues: $1 billion revenues
Event Year Start: 1993 Event Year End: 1995
Subjects: Corporate culture; Human resources management; Interpersonal behavior; Investment banking; Management of professionals; Organizational behavior; Performance appraisal
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Teaching Note, (5-400-078), 12p, by M. Diane Burton, Thomas J. DeLong, Charles A. O‘Reilly III; Teaching Note, (5-400-101), 18p, by M. Diane Burton, Thomas J. DeLong
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| 23 pp.
| Case — Verizon Communications, Inc.: Implementing a Human Resources Balanced Scorecard
Author(s): Datar, Srikant M.; Epstein, Marc J.; Cott,
Publication Date: 06/21/2001 Revision Date: 10/19/2001
Product Type: Case (Field)
Product Description: In early 2000, Verizon Communications implemented a Human Resources Balanced Scorecard to evaluate the effectiveness of and payoffs from human resource management. This case describes the benefits of the scorecard and the challenges of measurement and implementation. Teaching Purpose: To help students understand: 1) how to implement a Balanced Scorecard, 2) how to measure and improve the effectiveness of support functions, and 3) how to link nonfinancial measures to financial measures of support functions when financial benefits are difficult to quantify.
HBS Number: 9-101-102
Geographic Setting: United StatesIndustry Setting: telecommunicationsNumber of Employees: 260,000Gross Revenues: $60 billion revenues
Event Year Start: 1996Event Year End: 2000
Subjects: Accounting & control; Balanced scorecard; Employee development; Human resources management; Management controls; Performance measurement; Strategy implementation; Telecommunications
Academic Discipline: Accounting & control
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| 19 pp.
| Case — AvantGo
Author(s): MacCormack, Alan; Herman, Kerry
Publication Date: 04/13/2001 Revision Date: 11/07/2001
Product Type: Case (Field)
Product Description: Richard Owen, CEO of AvantGo, is preparing for a meeting in which he will set the human resource policy for the firm going forward. It has been three months since the company’s IPO, and given the tremendous cramp in hiring over the six months prior to the IPO, he knows that this meeting will set the expectations for the many annual evaluations that will follow. Uppermost in his mind is the decision over whether to implement a "forced-curve" grading scheme, and the implications of this decision on staff perceptions and notification. Teaching Purpose: To illustrate the challenges of a rapidly growing new technology venture, specifically with regard to the hiring, retention, and firing of new employees. Also examines the process of building a senior management team, including the decision of when to replace a CEO, how to do it, and with whom.
HBS Number: 9-601-095
Geographic Setting: Silicon Valley, CAIndustry Setting: high technology/wireless/mobileNumber of Employees: 310
Event Year Start: 1998Event Year End: 2000
Subjects: Entrepreneurial management; Incentives; Performance appraisal; Software; Telecommunications
Academic Discipline: Operations management
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| 7 pp.
| Case — Jensen Shoes: Jane Kravitz’s Story
Author(s): Gentile, Mary; Maus, Pamela J.
Publication Date: 12/05/1994 Revision Date: 05/04/2007
Product Type: Case (Gen Exp)
HBS Number: 9-395-120
Geographic Setting: United States Industry Setting: Footwear industry Number of Employees: 4,500 Gross Revenues: $65 million revenues
Event Year Start: 1994 Event Year End: 1994
Subjects: Diversity; Management communication; Managerial skills; Organizational behavior; Performance appraisal; Women
Academic Discipline: Social enterprise & ethics
Supplementary Materials: Teaching Note, (5-396-017), 8p, by Mary Gentile
Product Description: Jane Kravitz (Caucasian female), strategic product manager, and Lyndon Twitchell (African American male), a member of her staff at Jensen Shoes, a successful producer and marketer of casual, athletic, and children’s footwear, are assigned to new positions and to each other at the start of the story. Presents their very different points of view on their first couple of months working together. Can be taught in a variety of ways: with all students receiving both cases; half receiving one and half receiving the other; or a third of the class receiving both, one third receiving one, and one third receiving the other (as is appropriate). Should be used with Jenson Shoes: Lyndon Twitchell‘s Story.
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| 8 pp.
| Case — Jensen Shoes: Lyndon Twitchell’s Story
Author(s): Gentile, Mary; Maus, Pamela J.
Publication Date: 12/05/1994 Revision Date: 09/27/2006
Product Type: Case (Gen Exp)
HBS Number: 9-395-121
Geographic Setting: United States Industry Setting: Footwear industry Number of Employees: 4,500 Gross Revenues: $65 million revenues
Event Year Start: 1994 Event Year End: 1994
Subjects: Diversity; Management communication; Managerial skills; Organizational behavior; Performance appraisal; Women
Academic Discipline: Social enterprise & ethics
Supplementary Materials: Teaching Note, (5-396-017), 8p, by Mary Gentile
Product Description: Jane Kravitz (Caucasian female), strategic product manager, and Lyndon Twitchell (African American male), a member of her staff at Jensen Shoes, a successful producer and marketer of casual, athletic, and children’s footwear, are assigned to new positions and to each other at the start of the story. Presents their very different points of view on their first couple of months working together. Can be taught in a variety of ways: with all students receiving both cases; half receiving one and half receiving the other; or a third of the class receiving both, one third receiving one, and one third receiving the other (as is appropriate). Should be used with Jensen Shoes: Jane Kravitz‘s Story.
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| 50 pp.
| 9. Employee Development
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| 23 pp.
| Case — Lockheed Martin: The Employer of Choice Mission
Author(s): Christensen, Clayton M.; Overdorf, Michae
Publication Date: 03/09/2000
Product Type: Case (Field)
Product Description: A Lockheed Martin manager is faced with the decision of where to focus the organization’s resources in order to develop a world-class employee development system. The manager‘s recommendation will serve as the basis for the company's goal of becoming an Employer of Choice in the minds of its current and prospective employees. Compounding the difficulty of his decision is the pressure from the current financial, operational, and cultural challenges facing the business. With the defense industry becoming more cost competitive and contracts being awarded to non-traditional defense industry suppliers, Lockheed Martin is faced with a need to reduce its cost structure while developing employee talent and future leaders who can adapt quickly to change and effectively lead in this new environment.
HBS Number: 9-300-032
Geographic Setting: Bethesda, MDIndustry Setting: defenseCompany Size: Fortune 500Number of Employees: 170,000Gross Revenues: $26 billion revenues
Event Year Start: 1998Event Year End: 1999
Subjects: Defense industry; Employee development; Management development; Organizational development
Academic Discipline: General management
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| 16 pp.
| Case — Firmwide 360-degree Performance Evaluation Process at Morgan Stanley
Author(s): Burton, M. Diane
Publication Date: 02/13/1998 Revision Date: 10/29/1998
Product Type: Case (Field)
Product Description: Describes Morgan Stanley’s firmwide, 360-degree performance evaluation process. Evaluation forms are included as exhibits. Teaching Purpose: To introduce students to a 360-degree performance evaluation process. May be used with: (9-498-054) Rob Parson at Morgan Stanley (A); (9-498-056) Rob Parson at Morgan Stanley (C); (9-498-057) Rob Parson at Morgan Stanley (C) (Abridged); (9-400-043) Morgan Stanley: Becoming a “One-Firm Firm”.
HBS Number: 9-498-053
Geographic Setting: New York, NY Industry Setting: investment banking Number of Employees: 2,000 Gross Revenues: $1 billion revenues
Event Year Start: 1993 Event Year End: 1995
Subjects: Corporate culture; Human resources management; Interpersonal behavior; Investment banking; Management of professionals; Organizational behavior; Performance appraisal
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Teaching Note, (5-400-078), 12p, by M. Diane Burton, Thomas J. DeLong, Charles A. O‘Reilly III; Teaching Note, (5-400-101), 18p, by M. Diane Burton, Thomas J. DeLong
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| 15 pp.
| Case — Yvette Hyater-Adams and Terry Larsen at CoreState Financial Corp.
Author(s): Thomas, David A.; Heaphy, Emily D.; Zane,
Publication Date: 03/16/2001
Product Type: Case (Field)
Product Description: Yvette Hyater-Adams, senior VP of CoreStates Bank, and CEO Terry Larsen reflect on their five-year mentor-protege relationship. They describe how building a relationship across both race and gender was challenging and ultimately highly rewarding. Their relationship develops in the context of a major culture change that Hyater-Adams and Larsen were leading the organization through. This case discusses how their relationship impacted the organization and the change process. Teaching Purpose: Allows students to develop a deep appreciation for the initiation and development of mentoring relationships. Also explores the dynamics of cross-race and cross-gender work relationships.
HBS Number: 9-401-023
Geographic Setting: Philadelphia, PAIndustry Setting: bankingNumber of Employees: 2,000
Event Year Start: 1993Event Year End: 1998
Subjects: Banking; Careers & career planning; Diversity; Leadership; Mentors; Organizational change; Women
Academic Discipline: Organizational behavior & leadership
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| 17 pp.
| Case — Beyond the Myth of the Perfect Mentor: Building a Network of Developmental Relat
Author(s): Hill, Linda A.; Kamprath, Nancy
Publication Date: 03/13/1991 Revision Date: 06/10/1998
Product Type: Note
HBS Number: 9-491-096
Subjects: Careers & career planning; Cross cultural relations; Human resources management; Interpersonal relations; Mentors; Power & influence; Women
Academic Discipline: Organizational behavior & leadership
Product Description: Instead of embarking on an odyssey for the perfect mentor, individuals should pursue a strategy of building a network of developmental relationships. In this note, we explore the process by which such a network can be established and cultivated: 1) What functions can developmental relationships serve? 2) How are these relationships formed and maintained? 3) With whom in an organization can an individual establish such relationships? and 4) What are some of the special challenges those in the minority face in building these relationships? In summary, we offer guidelines for building a constellation of developmental relationships.
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| 12 pp.
| Case — Craig Parks (A)
Thomas, David A.; Chadderdon, Lisa
Craig Parks is a 1992 HBS graduate who, without much deliberation, returns to work for his former employer, Taylor Burton on Wall Street. The choice proves to be a poor fit for Craig. The case documents his decision-making process, personal history, and the dilemma he confronts once he realizes returning to Taylor Burton was the wrong decision. Teaching Purpose: Demonstrates the importance of a thorough self-assessment in career decisions. Written to teach issues of adult development and career management.
HBS Number: 9-497-013 Type: Case (Field)
Publication Date: 7/31/1996
Geographic Setting: New York Industry Setting: investment banking
Subjects: Careers & career planning; Investment banking; Organizational behavior; Self evaluation
Supplementary Materials: Supplement (Field), (9-497-014), 3p, by David A. Thomas, Lisa Chadderdon; Teaching Note, (5-498-062), 10p, by David A. Thomas, Emily D. Heaphy
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| 14 pp.
| Case — Managing Your Career
Author(s): Hill, Linda A.
Publication Date: 03/20/1994 Revision Date: 12/15/1998
Product Type: Note
HBS Number: 9-494-082
Subjects: Careers & career planning; Interpersonal relations; Management development; Managerial skills; Organizational behavior; Power & influence
Academic Discipline: Organizational behavior & leadership
Product Description: Designed to serve as background reading for the “Managing Your Career” module of the second-year MBA elective Power and Influence. Describes the way in which managers learn and develop through on-the-job experience. Outlines a model for launching a “success syndrome” by building power and influence over the course of one’s career. Also identifies some of the special challenges of: 1) managing one‘s early career, 2) developing power as a minority in the organization and the “glass ceiling” phenomenon, and 3) developing ethical judgment. Focusing special attention on the importance of self-assessment and introspection in building a successful career, the note concludes with a list of questions individuals should ask themselves periodically to take stock of their career and personal development.
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| 22 pp.
| Case — Tom Bird & Ken Saxon
Author(s): Grousbeck, H. Irving; Mansour, Nick J., III
Publication Date: 03/03/2004
Product Type: Case (Field)
Publisher: Stanford University
Product Description: Tom Bird and Ken Saxon are two young MBAs who buy a company after graduation. Chronicles their efforts as they grow the company from $600,000 in sales to $5 million. The two confront the issue of hiring succession management.
HBS Number: E39
Geographic Setting: San Jose, CA Industry Setting: business records storage Gross Revenues: $5 million revenues
Event Year Start: 1988 Event Year End: 1995
Subjects: Entrepreneurship; Mergers; Retirement; Succession planning; Valuation
Academic Discipline: Entrepreneurship
Supplementary Materials: Teaching Note, (E39T), 10p, by Nick J. Mansour III
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| 39 pp.
| 10. Employee Separation and Retention
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| 19 pp.
| Case — Mike Miller (A)
Author(s): Sathe, Vijay V.; Dredge, C. Paul
Publication Date: 12/22/1981 Revision Date: 07/23/2007
Product Type: Case (Field)
HBS Number: 9-482-061
Geographic Setting: East Coast Industry Setting: Banking industry Gross Revenues: $400 million assets
Event Year Start: 1981 Event Year End: 1982
Subjects: Corporate culture; Executives; Interdepartmental relations; Job satisfaction; Personal strategy & style; Values
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Supplement (Field), (9-482-062), 6p, by Vijay V. Sathe, C. Paul Dredge
Product Description: Mike Miller, Harvard MBA ’78, resigned his first job out of HBS within six months because he believed his personal values and learning objectives could not be accommodated. Students may discuss the problems of anticipating corporate culture, learning the ropes, surviving entry into the organization, and getting things done.
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| 5 pp.
| Case — Store24 (A): Managing Employee Retention
Author(s): Frei, Frances X.; Campbell, Dennis
Publication Date: 10/30/2001 Revision Date: 08/22/2005
Product Type: Case (Field)
Product Description: Provides a retailing context in which employee retention strategies are explored through analyzing detailed store-level data.
HBS Number: 9-602-096
Geographic Setting: New England Industry Setting: Retail industry Number of Employees: 800 Gross Revenues: $84,767,816 revenues
Event Year Start: 2000 Event Year End: 2001
Subjects: Employee retention; Service management
Academic Discipline: Operations management
Supplementary Materials: Supplement (Field), (9-602-097), 2p, by Frances X. Frei, Dennis Campbell
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| 10 pp.
| Case — Millennium Media, Inc. and John Voorenberg
Author(s): Thomas, David A.
Publication Date: 08/06/1999 Revision Date: 10/16/2000
Product Type: Case (Field)
Product Description: Millenium Media’s CEO reviews the company diversity report and considers the challenges of maintaining a diverse workforce in light of the news that three individuals, two of whom are people of color, are leaving for opportunities with a competitor. Teaching Purpose: To assist managers/students in understanding the link between supervisor behavior, diversity, and employee retention.
HBS Number: 9-400-032
Geographic Setting: New YorkIndustry Setting: mediaNumber of Employees: 1,200Gross Revenues: $2.3 billion revenues
Subjects: Careers & career planning; Diversity; Employee retention; Interpersonal relations; Management of professionals; Superior & subordinate; Supervisors
Academic Discipline: Organizational behavior & leadership
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| IV. Compensation of Human Resources
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| 1 pp.
| Introduction
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| 42 pp.
| 11. Pay Structure Decisions
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| 3 pp.
| Case — Belmont Industries, Inc. (A)
Bower, Joseph L.
A new general manager has to propose a salary structure for the top 20 managers. His task is complicated as he learns about past performance, ambitions, interpersonal relations, and market conditions. Teaching Purpose: To introduce compensation issues from a general management perspective as opposed to a functional human resources perspective. A rewritten version of an earlier case.
HBS Number: 9-301-016 Type: Case (Gen Exp)
Publication Date: 8/25/00
Geographic Setting: Unspecified Industry Setting: electrical equipment Number of Employees: 2,600
Event Year Start: 1995 Event Year End: 1995
Subjects: Business policy; Employee attitude; Executive compensation; Personnel policies
Supplementary Materials: Supplement (Gen Exp), (9-301-017), 1p, by Joseph L. Bower; Supplement (Gen Exp), (9-301-018), 1p, by Joseph L. Bower; Supplement (Gen Exp), (9-301-019), 2p, by Joseph L. Bower; Teaching Note, (5-398-180), 3p, by Joseph L. Bower
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| 12 pp.
| Case — Doyle’s Dealmaking Dilemma: Negotiating the Job Search
Sebenius, James K.
MBA student Doyle Williams searches for his ideal job in a private equity group and uses his negotiation skills to try to attain the best possible compensation package. Teaching Purpose: Assisting MBAs to understand and manage the job selection and salary negotiation process.
HBS Number: 9-800-124 Type: Case (Field)
Publication Date: 11/12/1999
Geographic Setting: United States & Hong Kong Industry Setting: banking
Event Year Start: 1998 Event Year End: 1998
Subjects: Banking; Career advancement; Compensation; Employment interviews; Negotiations
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| 24 pp.
| Case — Nordstrom: Dissension in the Ranks? (A)
Author(s): Simons, Robert L.; Weston, Hilary A.
Publication Date: 07/24/1990 Revision Date: 10/15/1999
Product Type: Case (Library)
Product Description: In 1989, the performance measurement systems and compensation policies of Nordstrom Department Stores unexpectedly came under attack by employees, unions, and government regulators. The case describes the “sales-per-hour” monitoring and compensation system that many believed to be instrumental in Nordstrom’s phenomenal success. Illustrates how rapid company growth, decentralized management, and unrelenting pressure to perform can distort performance measurement systems and lead to undesirable consequences.
HBS Number: 9-191-002
Geographic Setting: West CoastIndustry Setting: retailing
Event Year Start: 1989Event Year End: 1989
Subjects: Control systems; Employee compensation; Goal setting; Motivation; Performance measurement; Retailing
Academic Discipline: Human resources management
Supplementary Materials: Supplement (Field), (9-192-027), 2p, by Robert L. Simons; Teaching Note, (5-692-085), 12p, by Leonard A. Schlesinger, Roger Hallowell; Teaching Note, (5-192-026), 11p, by Robert L. Simons
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| 8 pp.
| Case — Note on Employee Stock Ownership Plans (ESOPs) and Phantom Stock Plans
Author(s): Crane, Dwight B.; Reinbergs, Indra A.
Publication Date: 11/08/2000
Product Type: Note
Product Description: Provides a brief overview of employee stock ownership plans (ESOPs) and phantom stock plans for owners of closely held companies. ESOPs can be used as a tool of corporate financing, and can provide employees with ownership interests. Phantom stock plans can reward executives for value creation without giving up ownership. Covers typical company motives for establishing such plans, regulation, tax advantages, administrative costs, issues of corporate governance, and payment of plan benefit. Includes a two-page bibliography with references to further sources of legal and tax information.
HBS Number: 9-201-034
Subjects: Employee benefits; ESOP; Executive compensation; Financing; Securities; Small business; Succession planning
Academic Discipline: Finance
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| 12 pp.
| Case — Yahoo!’s Stock-Based Compensation (A)
Author(s): Healy, Paul M.; Cohen, Jacob
Publication Date: 11/27/2000 Revision Date: 01/07/2003
Product Type: Case (Library)
Product Description: Amy Maislos, an investor in Internet and technology companies, was excited to read that Yahoo! had reported a positive net income for 1998 operations. During the late 1990s, stock prices of Internet companies had risen rapidly even though most companies were reporting losses. Amy believed that investors and Wall Street analysts would soon expect profits from tech companies. When she reviewed the annual report she noticed a compensation footnote that reported that if Yahoo! had booked an expense for stock options, the company would have had a loss for 1998 operations. Teaching Purpose: To discuss the accounting treatments of stock options, the controversy surrounding the topic, and to understand financial footnote disclosure.
HBS Number: 9-101-059
Geographic Setting: United StatesIndustry Setting: InternetNumber of Employees: 800
Event Year Start: 1998Event Year End: 1999
Subjects: Accounting procedures; Accounting standards; Disclosure; Employee compensation; Financial reporting; Internet; Stock options
Academic Discipline: Accounting & control
Supplementary Materials: Supplement (Library), (9-103-043), 1p, by Paul M. Healy, Jacob Cohen; Supplement (Library), (9-103-044), 2p, by Paul M. Healy, Jacob Cohen; Supplement (Library), (9-103-045), 1p, by Paul M. Healy, Jacob Cohen
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| 23 pp.
| Case — Verizon Communications, Inc.: Implementing a Human Resources Balanced Scorecard
Author(s): Datar, Srikant M.; Epstein, Marc J.; Cott,
Publication Date: 06/21/2001 Revision Date: 10/19/2001
Product Type: Case (Field)
Product Description: In early 2000, Verizon Communications implemented a Human Resources Balanced Scorecard to evaluate the effectiveness of and payoffs from human resource management. This case describes the benefits of the scorecard and the challenges of measurement and implementation. Teaching Purpose: To help students understand: 1) how to implement a Balanced Scorecard, 2) how to measure and improve the effectiveness of support functions, and 3) how to link nonfinancial measures to financial measures of support functions when financial benefits are difficult to quantify.
HBS Number: 9-101-102
Geographic Setting: United StatesIndustry Setting: telecommunicationsNumber of Employees: 260,000Gross Revenues: $60 billion revenues
Event Year Start: 1996Event Year End: 2000
Subjects: Accounting & control; Balanced scorecard; Employee development; Human resources management; Management controls; Performance measurement; Strategy implementation; Telecommunications
Academic Discipline: Accounting & control
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| 16 pp.
| Case — Mary Kay Cosmetics, Inc.: Sales Force Incentives (A)
Simons, Robert L.; Weston, Hilary A.
Describes the incentive system by which Mary Kay Cosmetics motivates the sales force of 200,000 independent agents who comprise the firm’s only distribution channel. Illustrates the powerful effect on sales-force behavior that results when creative types of employee recognition are combined with financial incentives. Focuses on the challenges that managers face when they try to reduce program costs by modifying the VIP automobile program that awards the use of pink Cadillacs and other cars to successful sales agents. A detailed description of the parameters and formulas that drive the recognition and reward programs is provided.
HBS Number: 9-190-103 Type: Case (Field)
Publication Date: 3/8/1990 Revision Date: 10/15/1999
Geographic Setting: Dallas, TX Industry Setting: cosmetics
Company Size: mid-size Gross Revenues: $400 million sales
Event Year Start: 1989 Event Year End: 1989
Subjects: Control systems; Cosmetics; Goal setting; Incentives; Motivation; Sales compensation; Sales management
Supplementary Materials: Supplement (Field), (9-190-122), 2p, by Robert L. Simons, Hilary A. Weston; Teaching Note, (5-191-198), 10p, by Robert L. Simons
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| 38 pp.
| 12. Recognizing Employee Contributions with Pay
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| 3 pp.
| Case — Belmont Industries, Inc. (A)
Bower, Joseph L.
A new general manager has to propose a salary structure for the top 20 managers. His task is complicated as he learns about past performance, ambitions, interpersonal relations, and market conditions. Teaching Purpose: To introduce compensation issues from a general management perspective as opposed to a functional human resources perspective. A rewritten version of an earlier case.
HBS Number: 9-301-016 Type: Case (Gen Exp)
Publication Date: 8/25/00
Geographic Setting: Unspecified Industry Setting: electrical equipment Number of Employees: 2,600
Event Year Start: 1995 Event Year End: 1995
Subjects: Business policy; Employee attitude; Executive compensation; Personnel policies
Supplementary Materials: Supplement (Gen Exp), (9-301-017), 1p, by Joseph L. Bower; Supplement (Gen Exp), (9-301-018), 1p, by Joseph L. Bower; Supplement (Gen Exp), (9-301-019), 2p, by Joseph L. Bower; Teaching Note, (5-398-180), 3p, by Joseph L. Bower
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| 12 pp.
| Case — Doyle’s Dealmaking Dilemma: Negotiating the Job Search
Sebenius, James K.
MBA student Doyle Williams searches for his ideal job in a private equity group and uses his negotiation skills to try to attain the best possible compensation package. Teaching Purpose: Assisting MBAs to understand and manage the job selection and salary negotiation process.
HBS Number: 9-800-124 Type: Case (Field)
Publication Date: 11/12/1999
Geographic Setting: United States & Hong Kong Industry Setting: banking
Event Year Start: 1998 Event Year End: 1998
Subjects: Banking; Career advancement; Compensation; Employment interviews; Negotiations
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| 24 pp.
| Case — Nordstrom: Dissension in the Ranks? (A)
Simons, Robert L.; Weston, Hilary A.
In 1989, the performance measurement systems and compensation policies of Nordstrom Department Stores unexpectedly came under attack by employees, unions, and government regulators. The case describes the "sales-per-hour" monitoring and compensation system which many believed to be instrumental in Nordstrom’s phenomenal success. Illustrates how rapid company growth, decentralized management, and unrelenting pressure to perform can distort performance measurement systems and lead to undesirable consequences.
HBS Number: 9-191-002 Type: Case (Library)
Publication Date: 7/24/1990 Revision Date: 10/15/1999
Geographic Setting: West Coast Industry Setting: retailing
Event Year Start: 1989 Event Year End: 1989
Subjects: Control systems; Employee compensation; Goal setting; Motivation; Performance measurement; Retailing
Supplementary Materials: Supplement (Field), (9-192-027), 2p, by Robert L. Simons; Teaching Note, (5-692-085), 12p, by Leonard A. Schlesinger, Roger Hallowell; Teaching Note, (5-192-026), 11p, by Robert L. Simons
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| 24 pp.
| Case — Au Bon Pain: The French Bakery Cafe, The Partner/Manager Program
Sasser, W. Earl, Jr.; Lytle, Lucy N.
In recent years, Au Bon Pain (ABP), a chain of upscale French bakeries/sandwich cafes based in Boston, confronted a set of human resource problems endemic to the fast food industry (i.e., a labor shortage which made it difficult to att
HBS Number: 9-687-063 Type: Case (Field)
Publication Date: 3/6/1987 Revision Date: 10/26/1993
Geographic Setting: Boston, MA Industry Setting: fast food
Event Year Start: 1987 Event Year End: 1987
Subjects: Executive compensation; Fast food industry; Human resources management; Middle management; Restaurants; Services
Supplementary Materials: Teaching Note, (5-692-090), 14p, by Leonard A. Schlesinger, Roger Hallowell; Case Video, (9-887-548), 10 min, by W. Earl Sasser Jr., Lucy N. Lytle; Case Video, (9-888-502), 7 min, by W. Earl Sasser Jr., Christopher W.L. Hart, Lucy N. Lytle
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| 8 pp.
| Case — Note on Employee Stock Ownership Plans (ESOPs) and Phantom Stock Plans
Author(s): Crane, Dwight B.; Reinbergs, Indra A.
Publication Date: 11/08/2000
Product Type: Note
Product Description: Provides a brief overview of employee stock ownership plans (ESOPs) and phantom stock plans for owners of closely held companies. ESOPs can be used as a tool of corporate financing, and can provide employees with ownership interests. Phantom stock plans can reward executives for value creation without giving up ownership. Covers typical company motives for establishing such plans, regulation, tax advantages, administrative costs, issues of corporate governance, and payment of plan benefit. Includes a two-page bibliography with references to further sources of legal and tax information.
HBS Number: 9-201-034
Subjects: Employee benefits; ESOP; Executive compensation; Financing; Securities; Small business; Succession planning
Academic Discipline: Finance
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| 12 pp.
| Case — Yahoo!’s Stock-Based Compensation (A)
Author(s): Healy, Paul M.; Cohen, Jacob
Publication Date: 11/27/2000 Revision Date: 01/07/2003
Product Type: Case (Library)
Product Description: Amy Maislos, an investor in Internet and technology companies, was excited to read that Yahoo! had reported a positive net income for 1998 operations. During the late 1990s, stock prices of Internet companies had risen rapidly even though most companies were reporting losses. Amy believed that investors and Wall Street analysts would soon expect profits from tech companies. When she reviewed the annual report she noticed a compensation footnote that reported that if Yahoo! had booked an expense for stock options, the company would have had a loss for 1998 operations. Teaching Purpose: To discuss the accounting treatments of stock options, the controversy surrounding the topic, and to understand financial footnote disclosure.
HBS Number: 9-101-059
Geographic Setting: United StatesIndustry Setting: InternetNumber of Employees: 800
Event Year Start: 1998Event Year End: 1999
Subjects: Accounting procedures; Accounting standards; Disclosure; Employee compensation; Financial reporting; Internet; Stock options
Academic Discipline: Accounting & control
Supplementary Materials: Supplement (Library), (9-103-043), 1p, by Paul M. Healy, Jacob Cohen; Supplement (Library), (9-103-044), 2p, by Paul M. Healy, Jacob Cohen; Supplement (Library), (9-103-045), 1p, by Paul M. Healy, Jacob Cohen
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| 23 pp.
| Case — Verizon Communications, Inc.: Implementing a Human Resources Balanced Scorecard
Author(s): Datar, Srikant M.; Epstein, Marc J.; Cott,
Publication Date: 06/21/2001 Revision Date: 10/19/2001
Product Type: Case (Field)
Product Description: In early 2000, Verizon Communications implemented a Human Resources Balanced Scorecard to evaluate the effectiveness of and payoffs from human resource management. This case describes the benefits of the scorecard and the challenges of measurement and implementation. Teaching Purpose: To help students understand: 1) how to implement a Balanced Scorecard, 2) how to measure and improve the effectiveness of support functions, and 3) how to link nonfinancial measures to financial measures of support functions when financial benefits are difficult to quantify.
HBS Number: 9-101-102
Geographic Setting: United StatesIndustry Setting: telecommunicationsNumber of Employees: 260,000Gross Revenues: $60 billion revenues
Event Year Start: 1996Event Year End: 2000
Subjects: Accounting & control; Balanced scorecard; Employee development; Human resources management; Management controls; Performance measurement; Strategy implementation; Telecommunications
Academic Discipline: Accounting & control
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| 16 pp.
| Case — Mary Kay Cosmetics, Inc.: Sales Force Incentives (A)
Simons, Robert L.; Weston, Hilary A.
Describes the incentive system by which Mary Kay Cosmetics motivates the sales force of 200,000 independent agents who comprise the firm’s only distribution channel. Illustrates the powerful effect on sales-force behavior that results when creative types of employee recognition are combined with financial incentives. Focuses on the challenges that managers face when they try to reduce program costs by modifying the VIP automobile program that awards the use of pink Cadillacs and other cars to successful sales agents. A detailed description of the parameters and formulas that drive the recognition and reward programs is provided.
HBS Number: 9-190-103 Type: Case (Field)
Publication Date: 3/8/1990 Revision Date: 10/15/1999
Geographic Setting: Dallas, TX Industry Setting: cosmetics
Company Size: mid-size Gross Revenues: $400 million sales
Event Year Start: 1989 Event Year End: 1989
Subjects: Control systems; Cosmetics; Goal setting; Incentives; Motivation; Sales compensation; Sales management
Supplementary Materials: Supplement (Field), (9-190-122), 2p, by Robert L. Simons, Hilary A. Weston; Teaching Note, (5-191-198), 10p, by Robert L. Simons
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| 44 pp.
| 13. Employee Benefits
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| 18 pp.
| Case — Lotus Development Corp.: Spousal Equivalents (A)
Gentile, Mary; Gant, Sara B.
A group of Lotus employees propose extending all health care and other benefits to the spousal equivalents of lesbian and gay employees. The vice president of human resources considers the proposal during a reorganization and period of financial uncertainty. Teaching Purpose: Provides an opportunity to discuss the limits and competitive implications of a business’s appropriate role in responding to diverse employee needs. May be used with: (9-394-201) Lotus Development Corp.: Spousal Equivalents (B).
HBS Number: 9-394-197 Type: Case (Field)
Publication Date: 6/22/1994 Revision Date: 3/13/1995
Geographic Setting: Cambridge, MA Industry Setting: computers
Company Size: Fortune 500 Number of Employees: 2,500 Gross Revenues: $500 million revenues
Event Year Start: 1989 Event Year End: 1989
Subjects: Computer industry; Diversity; Employee benefits; Employee compensation; Human resources management; Leadership
Supplementary Materials: Teaching Note, (5-396-020), 10p, by Mary Gentile
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| 23 pp.
| Case — Navistar International
Gilson, Stuart C.; Cott, Jeremy
As a consequence of laying off half its workforce in a massive downsizing program, the company—a large manufacturer of medium and heavy trucks--struggles with a huge ($2.6 billion) liability for retiree medical costs. Although the company has promised its retirees (and their families) full lifetime medical coverage, it must negotiate a substantial reduction in these benefits to avoid possible bankruptcy. Teaching Purpose: Highlights the approaches a company can take to restructure its retiree medical liabilities--an increasingly important problem facing a growing number of U.S. corporations. Also provides a vehicle for discussing possible negotiating strategies a company can adopt when seeking concessions from organized labor.
HBS Number: 9-295-030 Type: Case (Library)
Publication Date: 11/23/1994
Geographic Setting: Illinois Industry Setting: truck manufacturing Number of Employees: :14,000 Gross Revenues: $3.8 million revenues
Event Year Start: 1992 Event Year End: 1992
Subjects: Automotive supplies; Bankruptcy; Employee benefits; Labor relations; Layoffs; Negotiations; Recapitalization; Valuation
Supplementary Materials: Teaching Note, (5-298-086), 15p, by Stuart C. Gilson
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| 7 pp.
| Case — Jim Sawyer (A)
Author(s): Goodpaster, Kenneth E.; Davidson, Dekkers L.
Publication Date: 11/22/1982 Revision Date: 05/01/1984
Product Type: Case (Field)
Product Description: Jim Sawyer, 40, a manager at United Industries Plastics Division has exhibited signs of alcoholism. Personnel must now consider how the company should address this kind of problem. Provides an opportunity to examine the role corporations should play in helping employees deal with or confront issues of personal health.
HBS Number: 9-383-029
Geographic Setting: Kentucky Industry Setting: Plastics industry Company Size: large Gross Revenues: $594 million sales
Event Year Start: 1980 Event Year End: 1980
Subjects: Corporate responsibility; Employee attitude; Employee benefits; Health; Human resources management; Personnel policies
Academic Discipline: Social enterprise & ethics
Supplementary Materials: Supplement (Field), (9-383-030), 2p, by Kenneth E. Goodpaster, Dekkers L. Davidson; Supplement (Field), (9-383-031), 2p, by Kenneth E. Goodpaster, Dekkers L. Davidson; Teaching Note, (5-383-126), 9p, by Kenneth E. Goodpaster, Dekkers L. Davidson; Teaching Note, (5-392-144), 9p, by Joseph L. Badaracco Jr., Allen Webb
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| 16 pp.
| Case — Note on Managed Care
Author(s): Bohmer, Richard
Publication Date: 05/11/1998 Revision Date: 09/29/1999
Product Type: Note
Product Description: Presents an overview of managed care. Describes the relationship between provider and insurance companies, examines the implications for consumers, and discusses financial arrangements and operational characteristics commonly observed in the industry. Also provides a background to other HBS health care cases.
HBS Number: 9-698-060
Geographic Setting: Industry Setting:
Subjects: Health care; Health insurance; Health organizations management; Managed care; Service management
Academic Discipline: Service management
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| V. Special Topics in Human Resource Management
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| 1 pp.
| Introduction
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| 54 pp.
| 14. Collective Bargaining and Labor Relations
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| 23 pp.
| Case — Hitting the Wall: Nike and International Labor Practices
Author(s): Spar, Debora; Burns, Jennifer
Publication Date: 01/19/2000 Revision Date: 09/06/2002
Product Type: Case (Library)
Product Description: In the mid-1990s Nike, one of the world’s most successful footwear companies, is hit by a spate of alarmingly bad publicity. After years of high-profile media attention as the company that can “just do it,” Nike is suddenly being painted as a firm that relies on low-cost, exploited labor in its overseas plants. Nike officials vigorously deny the charges, claiming that Nike has no control over the independent contractors who manufacture Nike shoes. But the activists will not retreat. Eventually, Nike must learn to deal with the activists‘ claims and with the web of conflicting data that surrounds the notion of a “fair'' or “living'' wage. Teaching Purpose: To stimulate debate about appropriate wages in developing countries and the role of activists in affecting company decisions.
HBS Number: 9-700-047
Geographic Setting: United States, Indonesia, Vietnam Industry Setting: footwear/sporting goods Number of Employees: 16,000 Gross Revenues: $9 billion revenues
Event Year Start: 1991 Event Year End: 1999
Subjects: Activists; Business government relations; Developing countries; Ethics; Footwear; International operations; Labor relations; Wages & salaries; Working conditions
Academic Discipline: Business & government
Supplementary Materials: Teaching Note, (5-701-020), 15p, by Debora Spar
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| 11 pp.
| Case — SPRINT - LA CONEXION FAMILIAR (A)
Frost AC; Campbell DD
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.
Ivey Number: 9A97C001
Publication Date: 20/03/1997 Revision Date: 8/5/2002
Geographic Setting: USA Industry Setting: Communications
Company Size: Large organization
Event Year Start: 1996
Subjects: Labour Unions, Industrial Relations, Unionization, Employee Relations
Functional Area: Human Resource Management
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| 11 pp.
| Case — Slade Plating Department
Author(s): Hill, Linda A.
Publication Date: 08/22/1995
Product Type: Case (Gen Exp)
Product Description: Describes a conflict between the values and norms of a segment of an internal social system and those of management and the wider culture. Includes decision opportunity. A rewritten version of an earlier case.
HBS Number: 9-496-018
Geographic Setting: Michigan Industry Setting: metal products
Subjects: Conflict; Corporate culture; Employee compensation; Group dynamics; Labor relations; Metals; Personnel management; Teams
Academic Discipline: Human resources management
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| 23 pp.
| Case — Air Traffic Controllers
Author(s): Beer, Michael; Spector, Bert A.
Publication Date: 05/10/1982 Revision Date: 06/24/1982
Product Type: Case (Library)
Product Description: On August 3, 1981 President Ronald Reagan terminated 12,000 air traffic controllers, members of the Professional Air Traffic Controllers Organization, for violating their no-strike oath. Provides background on the human resources policies and practices of the Federal Aviation System and information concerning the negotiations and impact of the terminations.
HBS Number: 9-482-056
Geographic Setting: United States Industry Setting: Federal Aviation Administration Company Size: large
Event Year Start: 1981 Event Year End: 1982
Subjects: Airlines; Collective bargaining; Federal government; Government agencies; Human resources management; Labor relations; Layoffs; Strikes
Academic Discipline: Human resources management
Supplementary Materials: Supplement (Library), (9-491-072), 2p, by Janice McCormick; Teaching Note, (5-485-002), 12p, by Michael Beer, Bert A. Spector
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| 37 pp.
| 15. Managing Human Resources Globally
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| 11 pp.
| Case — Establishing an “ECL” Culture in China: Organizational or National Difference?
Author(s): Wong, Gilbert; Chan, Scarlet; Ho, Mary
Publication Date: 11/09/2001
Product Type: Case (Field)
Publisher: University of Hong Kong
Product Description: Electronic Communications Ltd (ECL) had decided to make China its second home and to seek common prosperity with Chinese people. The company knew that there were major gains to be made, but there were also risks and challenges. One of these was the management of cultural differences. An essential question facing the management was whether they should adapt ECL’s management practice to the Chinese culture or instead implement ECL‘s global management policies in China. Teaching Purpose: To study how to manage cultural differences and establish a strong organizational culture in a socialist economy.
HBS Number: HKU155
Geographic Setting: China
Subjects: China; Corporate culture; Cross cultural relations; Employee development; Human resources management; Organizational behavior
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Teaching Note, (HKU156), 8p, by Gilbert Wong, Scarlet Chan, Mary Ho
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| 23 pp.
| Case — LG GROUP: DEVELOPING TOMORROW’S GLOBAL LEADERS
Morrison A; Black JS
The firm’s chairman has announced a corporate goal of increasing revenues from $38 billion to $380 billion between 1995 and 2005. Most of this increase is expected to come from new international sales. As a consequence, the firm must add anestimated 1,400 new global leaders to its management ranks. The chairman and his team must determine what these new global leaders should look like and how to develop them.
Ivey Number: 9A98G009
Publication Date: 4/3/1998 Revision Date: 22/01/1999
Geographic Setting: Korea Industry Setting: Miscellaneous Manufacturing Industries
Company Size: Large organization
Subjects: Human Resources Management, Management Development, Management Style, Management Training
Functional Area: Human Resource Management
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| 12 pp.
| Case — Merck Latin America (A)
Author(s): Beer, Michael; Weber, James B.
Publication Date: 03/12/2001 Revision Date: 09/16/2002
Product Type: Case (Field)
Product Description: Introduces Grey Warner, the vice president of Merck’s Latin America region, and his efforts to improve the organizational effectiveness of the region and to introduce a more global business culture and values. Discusses Merck‘s ethics and values, its Latin American organization, the change methodologies used, and the political and economic conditions in the region. The change methodologies included Myers Briggs personality type assessment, 360 degree feedback management evaluations, a new strategic planning process, and especially, organizational fitness profiling to discover and overcome barriers to achieving the strategic vision. Teaching Purpose: Allows students to examine the management of foreign operations—especially the management of change and the cultural implications thereof. May be used with: (9-401-030) Merck Latin America (B): Argentina; (9-401-031) Merck Latin America (C): Brazil; (9-401-032) Merck Latin America (D): Mexico.
HBS Number: 9-401-029
Geographic Setting: Latin AmericaIndustry Setting: pharmaceuticalsGross Revenues: $33 billion revenues
Event Year Start: 1999Event Year End: 1999
Subjects: Central America; Corporate culture; Management of change; Organizational behavior; Organizational change; Organizational learning; Pharmaceuticals; South America; Strategic planning; Values
Academic Discipline: Human resources management
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| 11 pp.
| Case — WHERE HAVE YOU BEEN? AN EXERCISE TO ASSESS YOUR EXPOSURE TO REST OF THE WORLD
Beamish PW
This team-building and familiarization activity can be used in the initial class or session of an international management program. It assesses one’s exposure to the rest of the world‘s peoples. A series of worksheets require the respondents tocheck off the number and names of countries they have visited and the corresponding percentage of world population which each country represents. By summing a classes' collective exposure to the world's people, the result will inevitably be therecognition that together they have seen much, even if individually some have seen little.The teaching note provides assignments and discussion questions which look at: why there is such a high variability in individual profiles; the implications of each profile for one's business career; and, what it would take for the respondent tochange his/her profile.
Ivey Number: 9B02M016
Publication Date: 12/6/2002
Geographic Setting: Global
Subjects: Intercultural Relations, Internationalization, Career Development, Team Building
Functional Area: General Management
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| 22 pp.
| Case — Avon Products (A)
Author(s): Paine, Lynn Sharp; Rogers, Gregory C.
Publication Date: 10/23/2000 Revision Date: 07/27/2001
Product Type: Case (Field)
Product Description: The general manager of Avon Mexico, Fernando Lezama, must decide whether to promote a woman to the position of vice president of sales. If appointed, the candidate would be the first female in all of Latin America to hold an executive position and one of the first women in Mexico to attain this level of responsibility. Lezama’s all-male executive team has doubts about the candidate‘s readiness but Lezama is also cognizant of Avon's global vision which calls for the advancement of women at all levels of the organization. Earlier in the year, the Avon Mexico organization had completed an exercise called "appreciative inquiry" aimed at enhancing gender relations in the workforce. Teaching Purpose: To examine the cultural aspects of managing in the Mexican environment and to illustrate the use of "appreciative inquiry" as part of a cultural change process. May be used with: (9-301-060) Avon Products (B).
HBS Number: 9-301-059
Geographic Setting: New York, NYIndustry Setting: beauty productsNumber of Employees: 33,900Gross Revenues: $5 billion revenues
Event Year Start: 1992Event Year End: 1998
Subjects: Corporate culture; Cosmetics; Cross cultural relations; Diversity; Globalization; Mexico; Sex discrimination; Women
Academic Discipline: General management
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| 17 pp.
| Case — Union Carbide’s Bhopal Plant (A)
Spar, Debora; Hull, Suzanne; Kou, Julia
In December 1984, a Union Carbide plant in Bhopal, India, sprung a leak, releasing thousands of gallons of highly toxic gas into the atmosphere. By the time the leak was sealed, over 2,000 people had died. In a series of three excerpts from published accounts, the case covers the events that led up to the tragedy and the aftermath—financial, legal, and emotional--for Union Carbide’s management. The case is designed to allow students to explore the complex set of responsibilities that surround foreign direct investment. It enables them to discuss the extent to which Union Carbide‘s U.S.-based management was responsible for actions undertaken by Indians in India, and then to think of this responsibility in terms of its various components--financial, commercial, and moral.
HBS Number: 9-795-070 Type: Case (Library)
Publication Date: 6/28/1995 Revision Date: 9/4/1996
Geographic Setting: Bhopal, India Industry Setting: chemicals
Company Size: Fortune 500
Event Year Start: 1984 Event Year End: 1984
Subjects: Chemicals; Corporate responsibility; Environmental protection; Foreign investment; Government & business; India; Occupational safety
Supplementary Materials: Supplement (Library), (9-796-035), 2p, by Debora Spar, Julia Kou; Teaching Note, (5-798-121), 16p, by Debora Spar
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| 21 pp.
| Case — Colgate-Palmolive: Managing International Careers
Author(s): Rosenzweig, Philip M.
Publication Date: 05/24/1994
Product Type: Case (Field)
Product Description: Colgate-Palmolive, the U.S.-based consumer products firm, has long emphasized international experience for its managers, and has developed a comprehensive policy to manage expatriate assignments. The rise in dual-career families has made some managers reluctant to accept foreign assignments, causing Colgate-Palmolive to re-examine the way it manages international career development. Teaching Purpose: To examine the many dimensions of international experience and expatriate assignments in a multinational corporation.
HBS Number: 9-394-184
Geographic Setting: Global Industry Setting: consumer products
Company Size: Fortune 500 Gross Revenues: $7 billion revenues
Event Year Start: 1994 Event Year End: 1994
Subjects: Careers & career planning; Consumer goods; Families & family life; Human resources management; International business; Management development; Multinational corporations
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-394-188), 11p, by Philip M. Rosenzweig
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| 22 pp.
| Case — AES in Nigeria
Author(s): McMillan, John; Dosunmu, Ade
Publication Date: 02/15/2002
Product Type: Case (Field)
Publisher: Stanford University
Product Description: The U.S. energy company AES is in the process of entering the Nigerian market through acquisition of a controlling equity interest in a 270-megawatt power generator project. AES has a unique mode of organization and operation that emphasizes integrity, empowerment, and social responsibility. The Nigerian environment is very different in many dimensions (high levels of corruption, low infrastructure availability, different work ethic, and highly charged politics) from the origins of AES in North America. How does AES juggle its core values and company culture in entering this new environment? How can AES be successful in this environment and remain committed to its core values?
HBS Number: IB29
Geographic Setting: Lagos, Nigeria Industry Setting: electric power
Event Year Start: 2000 Event Year End: 2001
Subjects: Africa; Electric power; Human resources management; International business; Market entry; Strategic planning; Strategy implementation
Academic Discipline: Business & government
Supplementary Materials: Teaching Note, (IB29T), 5p, by John McMillan, Ade Dosunmu
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| 40 pp.
| 16. Strategically Managing the HRM Function
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| 12 pp.
| Case — Strategic Human Resource Management Applications Exercise
Author(s): Beer, Michael
Publication Date: 06/29/2001
Product Type: Exercise
Product Description: Overview of a method for diagnosing and developing an organization’s capability to achieve its goals and implement its strategy, with exercises for application. A rewritten version of an earlier exercise.
HBS Number: 9-401-044
Subjects: Human resources management; Management of change; Organizational change; Strategic planning
Academic Discipline: Human resources management
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| 8 pp.
| Case — Bradley Marquez: Reduction in Force (A)
Author(s): DeLong, Thomas J.; Vijayaraghavan, Vineet
Publication Date: 07/15/2002 Revision Date: 10/10/2002
Product Type: Case (Field)
Product Description: Alberto Marquez has to make a decision how to initiate layoffs. He must struggle with how to achieve his numbers to please stockholders and also be loyal to his employees. There are a number of crucial decisions he must make moving forward. Teaching Purpose: To teach skills necessary to ensure a professional and ethical reduction in force. May be used with: (9-403-007) Bradley Marquez: Reduction in Force (B).
HBS Number: 9-403-005
Geographic Setting: New York, NYIndustry Setting: technologyNumber of Employees: 900Gross Revenues: $80 million revenues
Event Year Start: 2000Event Year End: 2000
Subjects: Corporate culture; Education; Financial services; Layoffs; Loans; Organizational change; Personnel
Academic Discipline: Organizational behavior & leadership
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| 13 pp.
| Case — Morgan Stanley: Becoming a "One-Firm Firm"
Author(s): Burton, M. Diane; DeLong, Thomas J.; Lawre
Publication Date: 12/20/1999 Revision Date: 05/31/2000
Product Type: Case (Field)
Product Description: John Mack, the newly appointed president of Morgan Stanley, feels strongly that the firm needs to change in order to compete in a changing investment banking environment. This case describes the initiatives that Mack and his senior team undertake in order to transform the culture and working style of the firm from individualistic to team-oriented. Provides detailed information about the existing culture and systems as well as the kinds of changes that the firm hopes to make. The case is an example of a firm that views the human resource management systems as a tool for attaining strategic objectives. Teaching Purpose: Intended to allow students to explore and evaluate the principles of strategic human resources management. May be used with: (9-498-053) The Firmwide 360-degree Performance Evaluation Process at Morgan Stanley; (9-498-054) Rob Parson at Morgan Stanley (A); (9-498-056) Rob Parson at Morgan Stanley (C); (9-498-057) Rob Parson at Morgan Stanley (C) (Abridged).
HBS Number: 9-400-043
Geographic Setting: New York, NY Industry Setting: investment banking Number of Employees: 7,000 Gross Revenues: $3 billion revenues
Event Year Start: 1993 Event Year End: 1993
Subjects: Human resources management; Investment banking; Leadership; Organizational change
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Teaching Note, (5-400-078), 12p, by M. Diane Burton, Thomas J. DeLong, Charles A. O’Reilly III
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| 17 pp.
| Case — Saturn Corp. in 1998
Author(s): McGahan, Anita
Publication Date: 09/06/1998 Revision Date: 09/16/1998
Product Type: Case (Library)
Product Description: Describes the challenges facing the Saturn Corp., General Motor’s (GM) small-car company, as it enters a phase of transferring its knowledge, technology, and experience throughout GM. Describes the urgency of Saturnization at GM and the continuing pressure to retain traditional job design and vertical integration. Used to demonstrate the extraordinary time and expense required in some situations to generate competitive advantage. May be used with: (9-795-010) Saturn: A Different Kind of Car Company; (9-795-011) Saturn Corp.‘s Module II Decision.
HBS Number: 9-799-021
Geographic Setting: United States Industry Setting: automobile manufacture Number of Employees: 8,000 Gross Revenues: $5 billion revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Automobiles; Competition; Industry structure; Knowledge transfer; Labor relations; Leadership; Strategy formulation
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (5-799-022), 19p, by Anita McGahan
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| 19 pp.
| Case — TRW’s Information Services Division: Strategic Human Resource Management
Beer, Michael; Rogers, Gregory C.
Looks at a change effort initiated by a human resources manager within a division of TRW. The effort utilizes a change process to try to deal with some of the division’s issues around organizational effectiveness, especially that of a long-term strategy. In so doing, the situation portrays some of the fundamental hurdles in creating change.
HBS Number: 9-496-003 Type: Case (Field)
Publication Date: 2/12/1996
Geographic Setting: California Industry Setting: information services Number of Employees: 2,000 Gross Revenues: $500 million revenues
Event Year Start: 1993 Event Year End: 1995
Subjects: Human resources management; Information services; Management of change; Online information services; Organizational change; Silicon Valley; Strategic planning
Supplementary Materials: Teaching Note, (5-497-021), 6p, by Michael Beer, Gregory C. Rogers
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| 22 pp.
| Case — Becton Dickinson (A): Corporate Strategy
Beer, Michael; Williamson, Alistair D.
This case series introduces the strategic human resource management (SHRM) process. SHRM is an action research program designed to align the organization and management of human resources with strategy. This case describes the health care industry, Becton Dickinson’s (BD) corporate history, and the way the company is organized and managed. Does BD‘s corporate strategy make sense? Analyzes the fit between strategy and HRM. May be used with: (9-491-152) Becton Dickinson (B): Global Management; (9-491-154) Becton Dickinson (C): Human Resource Function; (9-491-155) Becton Dickinson (D): Strategic Human Resource Management Profiling; (9-496-007) Becton Dickinson (E): An Assessment of Strategic Human Resource Management Profiling.
HBS Number: 9-491-151 Type: Case (Field)
Publication Date: 6/21/1991 Revision Date: 3/15/1995
Geographic Setting: New Jersey Industry Setting: diagnostic and medical supplies
Company Size: Fortune 500 Number of Employees: 18,800 Gross Revenues: $1.811 billion sales
Event Year Start: 1989 Event Year End: 1989
Subjects: Human resources management; Medical supplies; Multinational corporations; Strategy formulation
Supplementary Materials: Case Video, (9-499-505), 14 min, by Becton Dickinson
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| Back Matter
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| 6 pp.
| Appendix: Human Resource Certification Institute PHR/SPHR Test Specifications
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| 10 pp.
| Glossary
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| 1 pp.
| Photo Credits
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| 15 pp.
| Name and Company Index
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| 12 pp.
| Subject Index
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