Role of “haraam” practices on behavior and performance of employees: a case study of business organization

2012 ◽  
Vol 2 (8) ◽  
pp. 1-3
Author(s):  
Muhammad Zia-ur-Rehman ◽  
Majid Rashid
Keyword(s):  
Organizational Behavior ◽  
Human Resource ◽  
Education Programme ◽  
Subject Area ◽  
Business Organization ◽  
Content Type ◽  
Mba Students ◽  
Human Resource Practitioners ◽  
And Performance

Subject area Management sciences (organizational behavior). Study level/applicability The case is suitable for MBA students, employees of any organization, human resource practitioners, organization administrators, human resource directors and senior line management. Case overview The study deals with unethical or “haraam” practices at the workplace. It is based on the observation of the researchers. The business organization was selected and the behavior of employees was observed for two months. An interesting behavior of an employee was observed and the change in behavior was followed. The study describes the various factors influencing the behavior and performance of the employee and emphasis is made on the “haraam” practices of drinking alcohol and unacceptable behavior. The focus is on the performance of the employee. Major events and changes were elaborated to deduce the descriptive cause and effect results based on observation. It was found that behavior as well as performance was reduced due to “haraam” practices, which can be a lesson for other employees to follow as well as for managers to devise strategies in order to improve the most important resource of their organization, i.e. the human resource. Expected learning outcomes As this case was designed for an executive education programme, no detail regarding where it fitted into the curriculum is applicable as would be the case with cases designed for students. The case is intended to develop skills in students to creatively approach a common and wide spread problem and to think about the solution in an innovative way. The overall purpose of the case is to engage human resource practitioners (students) in creatively constructing innovative solutions to address the problem of compulsive drinking in the organizational environment. Supplementary materials Teaching notes are available, please consult your librarian for access.

Makerere University Business School co-evolution journey: the role of extraordinary performers

2018 ◽  
Vol 8 (3) ◽  
pp. 1-16 ◽  
Author(s):  
Moses M. Kibirango ◽  
John C. Munene ◽  
Abbey Mutumba
Keyword(s):  
Human Resource ◽  
Corporate Entrepreneurship ◽  
Subject Area ◽  
Positive Deviance ◽  
Complex Nature ◽  
Content Type ◽  
Institutional Processes ◽  
Mba Students ◽  
Generative Leadership

Subject area Corporate entrepreneurship; Intrapreneurship; Human Resources. Study level/applicability MBA students in Human Resource, entrepreneurship and/or PhD students in the areas of Human Resource, Corporate Entrepreneurship and/or on Intrapreneurship studies. Case overview This case reveals that progressive change originated from individual’s positive deviance approaches, opportunistic sensitivity, ability to learn, evaluate and the ability to develop ideas on how to exploit or pursue identified opportunities (intrapreneurial behaviour). Expected learning outcomes The student will learn to deal with the complex nature of organisations and the tendencies of institutional processes to be uncertain, unpredictable, and uncontrollable; appreciate the internal workings of an organisation, the external environment; and understand the role of generative leadership, positive deviance, novelty ecosystems and intrapreneurial behaviour and the fact that connections and interactions in a social network are non-linear or non-proportional. This means that complex system predictions can be much more than simple regression predictions. They will be able to apply both bottom-up and top-down influences from proactive leadership or generative leadership events and benefit from positive results and the emergence of innovation. 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: 3 Entrepreneurship.

Overcoming the HR challenge: a case of merger of Kotak Mahindra Bank and ING Vysya Bank

2017 ◽  
Vol 7 (2) ◽  
pp. 1-16
Author(s):  
Neena Rohit Jain ◽  
Dinesh Jaisinghani
Keyword(s):  
Mergers And Acquisitions ◽  
Organizational Behavior ◽  
Learning Outcomes ◽  
Human Resource ◽  
Banking Industry ◽  
Industry Structure ◽  
Subject Area ◽  
Current Case ◽  
Content Type ◽  
Merger Process

Subject area Human Resources and Organizational Behavior – dealing with the HR issues in mergers and acquisitions (M&As). Study level/applicability MBA and other similar programs at the post-graduation level. Case overview The current case deals with human resource (HR) issues in the merger of Kotak Mahindra Bank (KMB) and ING Vysya Bank (IVB). The case discusses various aspects of the merger process and focuses on the key challenges that firms face while integrating the employees of the merged entities. The case also highlights the steps taken by KMB to ensure that the merger process is smooth and employees are adequately motivated. The case also discusses the process adopted by the merged entity to efficiently integrate the employees. Expected learning outcomes The case can be a part of an organizational behavior course and a banking course. The current case allows students to make decisions while dealing with situations pertaining to employees’ integration in an M&A deal. The major expected learning outcomes of the current case include being able to: understand industry structure using the Indian banking industry as a case in point; identify the major challenges in any M&A deal; list down key HR issues in any merger activity; analyse strategies that can be adopted to deal with HR challenges; and construct a plan of action for integrating employees in a merged entity. 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.

Baahubali’s Kattappa: servant leadership in practice

2018 ◽  
Vol 8 (2) ◽  
pp. 1-12
Author(s):  
Esrafil Ali ◽  
Yasmeen Khan
Keyword(s):  
Resource Management ◽  
Servant Leadership ◽  
Human Resource Management ◽  
Organizational Behavior ◽  
Learning Outcomes ◽  
Human Resource ◽  
Leadership Style ◽  
Team Leadership ◽  
Content Type

Subject area Leadership and team building, Human resource management, Organizational behavior. Study level/applicability The case may be most useful for MBA or any other PG level courses, particularly in human resource management, team leadership, motivation and morale. The Case could also be appropriate in the courses that cover General Management or Business Management, Executive Education Programs. This case can also be taught to the middle level and senior level managers in Management Development Programs. Case overview The case study describes the leadership lessons drawn from the role of Kattappa in the movie Baahubali. He took bold decisions to save the Mahishmati kingdom from Bijjaladeva. Being a slave and agile swordsman, he obeyed all the orders of the king of the realm. He made strategic decisions which resulted in positive outcomes for the kingdom. His leadership style can be linked with the theories of servant leadership style. The case tells us about some selected instances from the movies Baahubali: The Beginning and Baahubali 2: The Conclusion, which had happened with Kattappa which can be used to understand the different principles and philosophy of servant leadership. Expected learning outcomes The expected learning outcomes are as follows: to understand the different dimensions and essential skills of servant leadership; to analyze and learn the servant leadership style from the role of Kattappa; and to evaluate the appropriateness of servant leadership in context to other leadership styles. 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.

Examining the moderating role of HIHRP in the relationship between external integration and productivity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jorge Tarifa Fernández ◽  
José Cespedes-Lorente ◽  
Jerónimo de Burgos Jiménez
Keyword(s):  
Supply Chain ◽  
Human Resource ◽  
Hierarchical Regression ◽  
Food Sector ◽  
Content Type ◽  
Supplier Integration ◽  
And Performance ◽  
The Relationship ◽  
Moderating Role

Purpose Based on the human resource (HR) and supply chain integration (SCI) literature, this paper aims to argue that high-involvement human resource practices (HIHRP) work as a complementary capability for SCI, and thus, HIHRP moderates the relationship between SCI and firm productivity. This moderating role is analyzed through the following HIHRP dimensions, namely, ability-enhancing, motivation-enhancing and opportunity-enhancing practices framework. Design/methodology/approach Using empirical data collected from a survey of the agri-food sector (horticultural firms of southern Spain), the moderating effects of HIHRP on the relationship between supply chain external integrations (with customers and suppliers) and productivity are examined. Hierarchical regression analysis is used to test the proposed hypotheses. Findings The results support that HIHRP has a moderating effect on the SCI/productivity relationship. However, these results are only significant in the case of supplier integration. Originality/value This study analyzes HIHRP as a complementary asset in the context of SCI and makes both theoretical and managerial contributions to the SCI literature by empirically analyzing the role of HR practices in enhancing the relationship between SCI and performance.

Social media marketing at Reebok India — the dilemma of ROMI and beyond

2012 ◽  
Vol 2 (8) ◽  
pp. 1-19
Author(s):  
Pinaki Dasgupta ◽  
Jones Mathew
Keyword(s):  
Social Media ◽  
New Media ◽  
Direct Marketing ◽  
Subject Area ◽  
Social Media Marketing ◽  
Content Type ◽  
Mba Students ◽  
Advertising And Promotion

Subject area Marketing management, digital marketing, advertising and promotion management, and technology management. Study level/applicability The case is suitable for BBA and MBA students. It can also be considered in executive education programs. Case overview Venkatesh Kothapalli, the marketing head at Reebok India headquarters at Gurgaon, was in a decision dilemma about the effectiveness of using social media marketing and its employment in the current scheme of marketing strategy being planned. He had been able to generate a fair amount of awareness and excitement amongst potential users on Reebok's social media sites. However, these often fail to convert into topline sales. In addition, Alex his superior had given clear instructions that no separate budget would be earmarked for this type of medium. So Venkatesh had to divert some parts of his existing budgets (which he did from the PR budget and the DM budget) and channel these into the new area of social media marketing. This had also created concerns in Venkatesh's mind about the possibility of the new media not showing favourable results while budgets of the traditional and tried and tested media like PR and direct marketing were being chopped. Expected learning outcomes These include: understanding the dilemma of an organization's adoption of newer marketing tools as opposed to traditional marketing practices; evaluating the role of newer mediums like social media marketing and its long term and short term relevance; understanding the origins and development of social media marketing to grasp the full scale of its usefulness; and appreciating the complexities of measuring the effectiveness of social media marketing initiatives. Supplementary materials Teaching notes are available, please consult your librarian for access.

Maruti Manesar lockout: the flip side of people management

2015 ◽  
Vol 5 (2) ◽  
pp. 1-14 ◽  
Author(s):  
Gopalakrishnan Narayanamurthy ◽  
Pradeep Kumar Hota ◽  
Surya Prakash Pati ◽  
Manoranjan Dhal
Keyword(s):  
Organizational Behavior ◽  
Industrial Relations ◽  
Subject Area ◽  
Content Type ◽  
Business Context ◽  
Employee Relationship ◽  
Labor Violence ◽  
The Government ◽  
Hr Managers

Subject area Human Resource Management (HRM), Industrial Relations, Labor Law (Indian business context), Organizational Behavior, Trade Union and Employer-Employee Relationship. Study level/applicability Academic students (MBA and BBA), management trainees, HR managers and top management of organizations interested in understanding the importance HRM practices. Case overview This case describes an Industrial Relations situation in an automobile company in India. It begins with the mention of Maruti Suzuki India Limited's (MSIL) brush with an unprecedented labor violence that rocked its Manesar facility on July 18, 2012, eventually leading to the lock out of the same on July 21, 2012. Further, it describes the background of the company, employer-employee relationship, a series of strikes experienced by the company, incidents that led to the violence, incidents that happened on the day of violence and finally actions taken after the violence by the company, the government and the union. With such details, the case raises questions on the prolonged people management issues afflicting MSIL. It endeavors to educate the discussants on the specifics of an industrial relations system and the role of each actor toward maintaining industrial peace. Expected learning outcomes Understanding the role of actors of industrial relations toward effective HRM in the organization. Analyzing the compliance of the actors under the existing labor laws as applicable to the organization. Comprehending the attitude of employees, employers and industry toward each other and also toward the job. To understand the nuances of people management function and its contribution toward the violence that eventually resulted in lockout. To comprehend various organizational behavior concepts that shall help synergize the employees' objectives and employer's goal. To analyze the complete incident with relevant organizational and industrial relations (IR) theories. 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.

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.

Cervejaria Noi: brewing a go-to-market strategy

2018 ◽  
Vol 8 (1) ◽  
pp. 1-18
Author(s):  
Paulo Arthur Mauro ◽  
Kateline Ketne Daltoé ◽  
João Ricardo da Costa Lopes ◽  
Flavia d Albergaria Freitas ◽  
Victor M.C. Almeida
Keyword(s):  
Learning Outcomes ◽  
Case Reports ◽  
Subject Area ◽  
Marketing Channels ◽  
New Markets ◽  
Market Strategy ◽  
Content Type ◽  
Mba Students ◽  
Advantages And Disadvantages

Subject area Marketing Channels. Study level/applicability The case was developed to stimulate the discussion about decisions and strategies of channel and was recommended for MBA students in courses such as Marketing Channels or Trade Marketing in Business Administration. Case overview The case reports the dilemma experienced in 2013 by Osmar Buzin, one of the partners of Cervejaria Noi, whose specialty beers had achieved prestige among their customers, mainly in the city of Niterói, RJ, where the company was born. This success aroused the interest of other markets that wanted to sell their products. The opportunity for expansion brought together the need to decide how to meet these new markets: deliver directly to the points of sale, as it did before; or use distributors. Osmar knew that he could count on Gilmar Gutbrodt, his partner and brewmaster, along with Bianca Buzin, the General Manager of the brewery to evaluate together the best strategy for reaching new markets. Expected learning outcomes It is expected that at the end of the discussion of the case, students will be able to achieve the following learning outcomes: to design the path-to-market, identifying the role of intermediaries; to identify distribution alternatives and key channel members; and to perceive the advantages and disadvantages of intermediation and its unfolding in channel management. 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: 8: Marketing.

scholarly journals SHRM Practices Employee and Organizational Resilient Behavior: Implications for Open Innovation

2021 ◽  
Vol 7 (2) ◽  
pp. 159
Author(s):  
Khaliq Ur Rehman ◽  
Mário Nuno Mata ◽  
José Moleiro Martins ◽  
Sabita Mariam ◽  
João Xavier Rita ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Behavior ◽  
Human Resource ◽  
Management Practices ◽  
Strategic Human Resource Management ◽  
Equation Modeling ◽  
Human Resource Management Practices ◽  
Resilient Behavior

The primary objective of this research is to investigate the role of strategic human resource management practices in developing resilient organizational behavior. This research aims to test the mediating function of individual resilient behavior between strategic human resources management practices and resilient organizational behavior. Data was collected from 780 managerial level employees working in small and medium Chinese enterprises in Hubei Province through a self-administrated questionnaire. The Smart partial least square structural equation modeling technique was used for data analysis. The analysis showed a significant positive relationship among SHRM practices, employee resilient behavior, and resilient organizational behavior. Results also show that employee resilient behavior partially mediates the relationship between SHRM practices and resilient organizational behavior. Individual resilient behavior is needed when an organization is in crisis, restructuring, transformation, turbulent, and unfavorable conditions. Without individual resilient behavior, it is difficult for an organization to be resilient. Therefore, strategic human resource management practices are essential to develop an employee’s resilience. This research contributed to the body of knowledge by bringing new concepts together. The main contribution was testing the role of individual resilient behavior between strategic human resource management practices and resilient organizational behavior.

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