Outdoor experiential training as a catalyst for success

2012 ◽  
Vol 2 (5) ◽  
pp. 1-7
Author(s):  
Alok Kumar Goel ◽  
Geeta Rana ◽  
Chitra Krishnan
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Training ◽  
Subject Area ◽  
Socialization Process ◽  
Experiential Training ◽  
Content Type ◽  
Team Spirit ◽  
Hr Managers

Subject area Human resource management, Training and development, Competency development and team spirit. Study level/applicability The case is intended for MBA/PGDM level students as part of a human resource management curriculum. The case is more diagnostic in nature and should be discussed in the same spirit. The case is suitable for developing conceptual thinking and community orientation of professionals aspiring or pursuing a career in the area of human resource management. Case overview The case examines the imperatives behind Sterling Tools Limited (STL), a leading fasteners manufacturing Indian company's decision and strategy adopted to inculcate team spirit through outdoor experiential training (OET). The case explores in detail the process undertaken to execute the OET at STL. The case also briefly mentions the tangible benefits of OEL. The case is structured to enable readers to: understand the basic objectives of OET; understand the innovative approach adopted by STL; and understand how an organization responds to changes and challenges in the external environment. Expected learning outcomes This case is structured to enable students to: understand the meaning and significance of outdoor experiential training (OET); analyze the challenges faced by HR managers in modern day organizations; learn the conceptual framework and understand the principles of OET; examine the measures that can be taken by management to ensure a smooth induction and socialization process of employees; and understand the need of inculcating team spirit among employees. Supplementary materials Teaching notes are available.

Are we ready?

2018 ◽  
Vol 8 (3) ◽  
pp. 1-17
Author(s):  
Archana Shrivastava ◽  
Asha Naik
Keyword(s):  
Organizational Change ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Strategy ◽  
Organizational Transformation ◽  
Business Environment ◽  
Subject Area ◽  
Content Type ◽  
Internal Capacity

Subject area Human Resource Management and Business Strategy. Study level/applicability Postgraduate. Case overview The case provides a holistic perspective of organizational transformation, management of change impact on employees and leader behavior. The challenge at Govind Milk and Milk Products Pvt. Ltd. a mid-size company, in the dairy industry was to transform itself into a pan India and global company from a regional organization. The case study outlines how the organization took on the transformation journey under a strong leadership and managed change by focusing on creating a brand, implementing technology and creating a culture of meritocracy. Having made the successful transition from being a family run business to a professionally managed company and having built significant internal capacity the big question is – Can the company strive and thrive in the VUCA business environment? Expected learning outcomes To highlight the process and management of organizational change. To highlight the role of leadership in the process of organizational change. To understand how the environmental factors or the VUCA environment impacts the performance of an organization. To highlight internal capacity building as a strategy to deal with the VUCA environment. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS: 6: Human Resource Management.

Group medical Takaful for Universiti Utara Malaysia (UUM) staff in 2011

2015 ◽  
Vol 5 (4) ◽  
pp. 1-10
Author(s):  
Chee Chee Lim ◽  
Shahrul Nizam Ahmad
Keyword(s):  
Health Insurance ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Subject Area ◽  
Employee Benefits ◽  
Content Type ◽  
Advantages And Disadvantages ◽  
Insurance Programme ◽  
Universiti Utara Malaysia

Subject area Human resource management; Employee benefits management. Study level/applicability It can be used at undergraduate or postgraduate level for students at institutions of higher learning taking courses related to employee benefits management or human resource management. Case overview The case is about the intention of Universiti Utara Malaysia (UUM) in purchasing health insurance for its employees in early 2011. For this purpose, a tender for group medical Takaful for UUM staff was placed in two major Malaysian newspapers on 20 February 2011. Then, after the tender closing date, a report was prepared and sent to the bursar of UUM, En Amron, on 28 April 2011. Ten companies had submitted their tenders; thus, En Amron had to identify the optimal group medical Takaful offered by the tenderers, so that he could put forward his recommendation to UUM tender committee board for its consideration and approval before the matter was brought to higher authorities for endorsement and implementation. Expected learning outcomes This teaching case will enable students to explain the reasons why an employer provides health insurance, to evaluate the advantages and disadvantages of providing health insurance programme as non-contributory and contributory plans, to conduct company and plan assessment in making decision to purchase group medical Takaful and to evaluate either to purchase group health insurance directly from life insurer or to engage insurance broker. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Strategic human resource management: a power based critique

2018 ◽  
Vol 25 (4) ◽  
pp. 1213-1231 ◽  
Author(s):  
Roshni Das ◽  
Amitabh Deo Kodwani
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Organization Studies ◽  
Power Theory ◽  
Content Type ◽  
Genealogical Analysis ◽  
Research Propositions ◽  
Hr Managers

Purpose By undertaking a detailed review of the Strategic Human Resource Management (SHRM) discourse, the purpose of this paper is to uncover and explicate the power differentials embedded in the social structure of organizations and suggests ways to reconcile them. Design/methodology/approach Methods used are thematic review, content analysis, and inductive theorizing, with Foucault’s archaeological and genealogical analysis style as the overarching framework. Findings At the methodological level, the authors demonstrate the application of Foucault’s twin methods: archaeological and genealogical analysis. At the substantive level, the authors have two contributions. First, the authors critique and analyze the various themes of power that emerge from the SHRM discourse as well as the hybridized overlaps of SHRM with other organization studies topics of interest such as organizational learning, network studies, control and postmodernism. Second, the authors propose a “Power” theory based nomothetic, typological synthesis for crafting the business-facing human resource (HR) function. The power lens manifests as the meta-theory to guide a much required streamlining of constructs and “value laden” synthesis of the literature. Research limitations/implications The potential of critical theory in crafting situated and context-sensitive research propositions is demonstrated. Practical implications Organizational strategists and HR managers can utilize the proposed typology to better understand their current ideological positions and decide future aspired images. Originality/value This is a conversation between two paradigms, SHRM and power theory, that are epistemologically at two opposite poles.

Decoding the strike at Bajaj Auto's Chakan plant: a negotiator's framework

2014 ◽  
Vol 4 (4) ◽  
pp. 1-6
Author(s):  
Kamal K. Jain
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Industrial Relations ◽  
Subject Area ◽  
Relative Strength ◽  
Point Of View ◽  
Content Type ◽  
Sequence Of Events ◽  
First Case

Subject area Negotiation, Human Resource Management. Study level/applicability Graduate and post graduate level course in Human Resource Management, Industrial Relations, and Negotiation. Case overview The present case unfolds sequence of events in the wake of collective bargaining between the union and the management of Bajaj Auto for settling the issue of wage revision. Since no agreement could be reached between both the parties, the workers' union called for a strike. This was the first case of strike in the plant in its 16 years of existence. Bajaj Auto is India's second-largest motorcycle manufacturer in the country, having its manufacturing plants at Chakan (Pune, Maharashtra), Pantnagar (Uttrakhand), Waluj in Aurangabad, Maharashtra. The Chakan plant, set up in 1999, has an installed capacity of over 3,000 units a day. The present case relates to workers' strike at its Chakan Plant which lasted for more than 50 days. The case is analysed from the negotiation point of view. Expected learning outcomes To understand basic principles/rules of negotiation; to explain the framework that can be used to assess the relative strength of power of the parties involved in negotiation; and to understand various power moves used by parties involved in negotiation. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Human resource management in the changing business environment of the Indian construction industry: a case study

2013 ◽  
Vol 3 (6) ◽  
pp. 1-17
Author(s):  
Shashank Shah ◽  
R.N. Ajith Sankar
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Construction Industry ◽  
Human Resource ◽  
Human Resources Management ◽  
Business Environment ◽  
Subject Area ◽  
Content Type ◽  
Grass Root Level ◽  
A Company

Subject area Human resource management. Study level/applicability The case can be used on courses related to human resources management (HRM), which are offered in management programmes like MBA/PGDBM. The case could also be used in management development programmes, seminars and workshops that have HRM as a component of the programme. The case can be used effectively for classroom discussions as well as in distance learning programmes. Case overview The case looks into the HRM practices at a leading Indian construction company – ABC Constructions. The case tries to explain the management perspectives behind the people practice initiatives undertaken by the company in order to recruit/retain and nurture talent. The case also explains the basic principles underlying its human resource policies. It tries to explain the initiatives taken by ABC Constructions to meet the challenges posed by the changing business environment, as the company moves beyond the borders of the country of its initial operations. The case provides an overview of unique challenges faced by a company in the Indian construction industry, where a significant number of people executing its projects are not its permanent employees. Expected learning outcomes The students would get a fairly good understanding of existing good practices in the field of human resource management, especially in the context of a multifaceted and labour intensive construction industry in the Indian corporate scenario. Anecdotes of actual experiences with respect to people management would facilitate greater understanding of the complexities involved at the grass root level of functioning and implementation. Theoretical inputs relating to training could be better understood through the customised programmes provided by the company for its diverse workforce. The HR challenges faced by the top management as a company grows and expands to new markets can better be understood. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Where the process fails …. There, the business learns customer value

2013 ◽  
Vol 3 (5) ◽  
pp. 1-12
Author(s):  
Dileep Kumar ◽  
Normala S. Govindarajo
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Customer Value ◽  
Operating Cost ◽  
Subject Area ◽  
Operational Effectiveness ◽  
Content Type ◽  
Customer Delight ◽  
Operational Issues

Subject area Human resource management. Study level/applicability Postgraduate and graduate management programs. Case overview Watson and Lilly (W&L) Berhad is the subsidiary of Wanger Group of Company, established in 1822 by Wanger Watson Group, and engages with transportation and logistics, communication and media, and electricity storage activities. The company provides freight forwarding by air, sea, and land, warehousing and distribution, industrial logistics, and stevedoring and port services. The case is all about the issues related to operations and human resource management in W&L Berhad, company in Malaysia. The company management observed that there has been an increasing trend on the number of mis-shipment. The investigation report was too worrisome to the Managing Director. The mis-shipment recorded in September 2011 was 5.91 per cent and by the end of first quarter in November 2012, the mis-shipment increased to 6.71 per cent. On the second quarter starting from December 2012, the mis-shipment continues to increase to 6.99 per cent and by February 2013, the mis-shipment was at 7.56 per cent. An independent consultancy was assigned to analyze the root causes of the issues. The agency found that the business having high operating cost due to operational inefficiency, documentation issues and human resource issues. The case study proposed several solutions to enhance the manpower efficiency, operational effectiveness, and achieving customer's satisfaction. Expected learning outcomes Learning the nature of business: to explain the nature of freight and forward business and the base of W&L Berhad, Malaysia. Nature of business operation issues: the case can be used to examine the issues of business operations due to mis-shipment in freight and forward companies. Nature of manpower issues: the case can be used to examine the issues of manpower in correlation with a mis-shipment of freight and forward companies. Integrating business and operational issues with customer delight and business loss. Strategic intervention: instructor can explore varied strategic interventions that curb the operational and manpower issues that may lead to business growth and development in freight and forward companies, achieving customer's satisfaction. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Implications for recruitment in a multinational organization: a case study of human resource management in the United Arab Emirates

2011 ◽  
Vol 1 (4) ◽  
pp. 1-14 ◽  
Author(s):  
Linzi Kemp
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
United Arab Emirates ◽  
Subject Area ◽  
Multinational Organization ◽  
Content Type ◽  
The Government ◽  
Cross Cultural Management

TitleImplications for recruitment in a multinational organization: a case study of human resource management in the United Arab Emirates.Subject areaThe case study aims to investigate human resource management issues of national importance, and specific recruitment issues important to the company.Study level/applicabilityStudents studying, e.g. Human Resource Management/Developing Human Resources as courses within an undergraduate business degree program. The audience is also targeted through courses that include the study of cross cultural management/diversity.Case overviewAn industrial organization in the United Arab Emirates has a multinational workforce, where many employees are recruited from overseas. The recruitment process necessitates liaison with recruitment agencies at a distance, and locally with the government labor office.Expected learning outcomesStudents will be able to: analyze that companies exist in an external environment that impacts on their internal policies; describe the importance of quality assurance to the HR function in an organization; and explain how the HR department works closely with all departments in an organization.Supplementary materialsTeaching notes.

Implications for human resource management practice: using a neuroscientific lens

2019 ◽  
Vol 33 (4) ◽  
pp. 9-12
Author(s):  
Poornima Sehrawat ◽  
Rajasshrie Pillai
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Management Practice ◽  
Human Resource Management Practice ◽  
Content Type ◽  
Hr Management ◽  
Hr Managers ◽  
Practical Implications

Purpose The purpose of this study is to understand the importance of neuroscience for human resource management (HRM). Design/methodology/approach This study reviewed the extant literature and interviewed doctors and HR managers to understand the implications of neuroscience for HRM. Findings This paper highlights the applications and understanding of neuroscience in various verticals of HRM for effective HR management. Practical implications This paper provides valuable insights to HR managers to develop HR practices considering the implications of neuroscience for HRM. Originality/value This study is valuable, as it provides the details of usage of neuroscience for effective HRM.

KTS Saving and Credit Society: managing communication

2016 ◽  
Vol 6 (2) ◽  
pp. 1-13
Author(s):  
Anne Christine Wanjiru Kabui
Keyword(s):  
Organizational Change ◽  
Resource Management ◽  
Human Resource Management ◽  
Learning Outcomes ◽  
Human Resource ◽  
Subject Area ◽  
Critical Function ◽  
Content Type ◽  
Post Graduate

Subject area Management. Study level/applicability Undergraduate and Post Graduate. Case overview Communication is a critical function of management, as it allows all stakeholders in an organization effectively and appropriately express their views in turn enabling the organization accurately execute its mandate and meet its objectives and those of its stakeholders. Expected learning outcomes The student should be able to describe communication as a function of management, evaluate the process of communication, differentiate forms of communication, identify the networks of communication, examine the barriers of communication and role of managers in using communication to achieve organizational change. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 6: Human resource management.

Evolution dynamics of digital HR system at Pak Elektron Ltd (PEL)

2018 ◽  
Vol 8 (1) ◽  
pp. 1-23
Author(s):  
Shumaila Naz ◽  
Shabnam Khan
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Development ◽  
Human Resource ◽  
Large Scale ◽  
Subject Area ◽  
Administrative System ◽  
Content Type ◽  
Evolutionary Story

Subject area Human resource management and organizational change. Study level/applicability Students on an introductory course on Human Resource Management or a specialization course of HRM such as change management and organizational development. This case study can be taught at the MBA level. Case overview This case study can serve as the base for understanding and identifying the various characteristics that relate to revolutionizing HR functions with the help of digitalization. It can also be elaborated further to include the challenges that a company has to face after it decides to establish IT software based on operations. This case is an evolutionary story of a large-scale Pakistani company, Pak Electron Ltd. (PEL) which has been in operation for almost 60 years. The top management decided to move from a traditional administrative system towards setting up an HR department for the first time. The case states the salient features of the traditional administrative system, issues faced by the company in the setup of a new HR system and digital HR system along with the employees’ views and perceptions on these systems. Expected learning outcomes Students are expected to learn the following: the various characteristics of a paper-file based traditional administrative system; the various features of an IT-based modern HR system; the decision background and basis for making the switch to the new contemporary HR system; and the reaction of employees against changes in organizational systems. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS: 6: Human Resource Management.

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