Category Archives: HR

Human Resource (HR) Case Studies

by | May 22, 2013

A Case Study on Authentic Leadership Development: Positive forms of Leadership

A Case Study about Authentic Leadership Development: Positive forms of Leadership

Abstract: This Special Issue is the result of the inaugural summit hosted by the Gallup Leadership Institute at the University of Nebraska-Lincoln in 2004 on Authentic Leadership Development (ALD). We describe in this introduction to the special issue current thinking in this emerging field of research as well as questions and concerns. We begin by considering some of the environmental and organizational forces that may have triggered interest in describing and studying authentic leadership and its development. We then provide an overview of its contents, including the diverse theoretical and methodological perspectives presented, followed by a discussion of alternative conceptual foundations and definitions for the constructs of authenticity, authentic leaders, authentic leadership, and authentic leadership development. A detailed description of the components of authentic leadership theory is provided next.

Case Study on Leadership Development

Introduction: Leadership has always been more difficult in challenging times, but the unique stressors facing organizations throughout the world today call for a renewed focus on what constitutes genuine leadership. Public, private and even volunteer organizations are addressing challenges that run the gamut from ethical meltdowns to terrorism and SARS. What constitutes the normal range of functioning in these conditions is constantly shifting upwards as new challenges, technologies, market demands, and competition emerge. We suggest that such challenges have precipitated a renewed focus on restoring confidence, hope, and optimism; being able to rapidly bounce back from catastrophic events and display resiliency; helping people in their search for meaning and connection by fostering a new self-awareness; and genuinely relating to all stakeholders. Keep reading…

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by | May 22, 2013

A Case Study for Transformational Leadership, Transactional Leadership and Management

A Case Study about Transformational Leadership, Transactional Leadership and Management

This research paper is a comparison of transactional leadership and management(as a unit) to transformational leadership. In any event the scope of this paper will notallow for comparison between the three in all respects. Therefore, in the sections on the pitfalls of transformational leadership, the attributes of transformational leadership andleadership and management, transactional leadership will not be at the focal point.

Case Study on Transactional Leadership and Management

The focus will be on transformational leadership because it embodies the universally accepted principles toward which all organizations should strive. In the following sections, several definitions of transformational and transactional leadership will be reviewed.There has been growing interest in the study of transformational leadership. The pace of change confronting organizations today has resulted in calls for more adaptive,flexible leadership. Adaptive leaders work more effectively in rapidly changing environments by helping to make sense of the challenges confronted by both leaders and followers and then appropriately responding to those challenges. Adaptive leaders work with their followers to generate creative solutions to complex problems, while also developing them to handle a broader range of leadership responsibilities. Keep reading…

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by | May 22, 2013

A Case Study on Relationship Between Transformational Leadership and the Emotional and Social Competence of the School Leader

A Case Study about Relationship Between Transformational Leadership and the Emotional and Social Competence of the School Leader

Abstract: Sustainable school reform efforts are needed to move schools closer toward the ideals of equity, justice and success for every student. The success or failure of a school and its students often hinges on the effectiveness of leadership. Research reveals that transformational school leaders become effective change agents by developing a shared vision for the school, building consensus around key priorities, holding high expectations, providing support, modeling appropriate values and building collaborative cultures and shared leadership. The purpose of this study is to examine the predictive relationship between the emotional and social competence and transformational leadership behaviors of school principals.

Case Study on Social Competence

Introduction: Sustainable school reform efforts are needed to move schools closer toward those ideals of equity, justice and success for every student. “School reform in the 21st century requires leaders to transform schools into autonomous, systems-thinking organizations, revolving around professional learning communities that can embrace change and create a high performing learning environment for students and teachers (Moore, 2009a, p. 20). According to Hargreaves and Fink (2003; 2005), sustainable leadership helps create learning, promises long-term success of the organization, distributes leadership, works toward social justice, develops resources, embraces diversity, and commits to actions that benefit the school and its students. Keep reading…

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by | May 22, 2013

A Case Study on Predicting Unit Performance by Assessing Transformational and Transactional Leadership

A Case Study about Predicting Unit Performance by Assessing Transformational and Transactional Leadership

How do leadership ratings collected from units operating under stable conditions predict subsequent performance of those units operating under high stress and uncertainty? To examine this question, the authors calculated the predictive relationships for the transformational and transactional leadership of 72 light infantry rifle platoon leaders for ratings of unit potency, cohesion, and performance for U.S. Army platoons participating in combat simulation exercises. Both transformational and transactional contingent reward leadership ratings of platoon leaders and sergeants positively predicted unit performance. The elationship of platoon leadership to performance was partially mediated through the unit’s level of potency and cohesion. Implications, limitations, and future directions for leadership research are discussed.

Case study on Predicting Unit Performance

The pace of change confronting organizations today has resulted in calls for more adaptive, flexible leadership. Adaptive leaders work more effectively in rapidly changing environments by helping to make sense of the challenges confronted by both leaders and followers and then appropriately responding to those challenges. Adaptive leaders work with their followers to generate creative solutions to complex problems, while also developing them to handle a broader range of leadership responsibilities. Keep reading…

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by | May 22, 2013

A Case Study on Transformational Leadership

A Case Study about Transformational Leadership

A real life case where one Senior Divisional Manager could convert every adversity into opportunity and transform a low performing and notorious Division into a well disciplined and high performing Division achieving high growth in all key result areas consistently for three consecutive years – that too despite his serious physical ailments. Shri B.K. was posted as Senior Divisional Manager of Tanjore Division of LIC, South Zone. The Division was biggest in the Zone in geographical area and in terms of number of branches.  

Case Study on Transformational Leadership

A rural division in Central Tamilnadu’s predominantly agricultural belt it was considered to bea “backward” Division in terms of productivity of sales personnel and in terms of new business. But the Division was ‘well known’ for various other reasons. There was a strong and militant trade union who had a strong hold over the staff, a ‘strong’ and militant agents union who regularly threatened the management and enforced their will on the Branch Managers and Divisional Management. Keep reading…

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by | May 22, 2013

A Case Study on Impact of Employee Satisfaction on Quality and Profitability in High-contact Service Industries

A Case Study about Impact of Employee Satisfaction on Quality and Profitability in High-contact Service Industries

Abstract: The extant operations management literature has extensively investigated the associations among quality, customer satisfaction, and firm profitability. However, the influence of employee attributes on these performance dimensions has rarely been examined. In this study we investigate the impact of employee satisfaction on operational performance in highcontact service industries. Based on an empirical study of 206 service shops in Hong Kong, we examined the hypothesized relationships among employee satisfaction, service quality, customer satisfaction, and firm profitability. Using structural equations modeling, we found that employee satisfaction is significantly related to service quality and to customer satisfaction, while the latter in turn influences firm profitability. We also found that firm profitability has a moderate non-recursive effect on employee satisfaction, leading to a “satisfaction-quality-profit cycle”. Our empirical investigation suggests that employee satisfaction is an important consideration for operations managers to boost service quality and customer satisfaction.

Case Study on Employee Satisfaction

Introduction: In response to the pressure of globalization, increasingly competitive markets, and volatile market dynamics, many organizations are actively seeking ways to add value to their services and improve their service quality. Organizations are usually keen on making operational efficiency a priority. Operations management (OM) has emphasized the optimization of operational processes as a means to profitably deliver value to customers and to meet or even exceed customer expectations. Substantial research has been devoted to such topics as designing, managing, and optimizing service delivery systems, with a view to raising service quality and operational efficiency (e.g., Frei et al. 1999, Soteriou and Zenios 1999, Hill 2007, Saccania et al. 2007). Keep reading…

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by | May 22, 2013

A Case Study on Employee Performance Evaluation by the AHP

A Case Study about Employee Performance Evaluation by the AHP

Abstract:~ Employee performance evaluation is designed to assess each individual’s contribution to the organization. The performance of individuals against organizational goals determines whether the organization meets its goals. The basic objectives of performance evaluations are two-fold: firstly to reward employees for meeting organizational objectives and secondly to identify which objectives are not met and to develop action plans to ensure they are achieved in future. The present paper uses analytic hierarchy process (AHP) to evaluate employees performances based upon the criteria: quantity/quality of the work, planning/organization, initiative/commitment, teamwork/cooperation, communication and external factors. Each of these criteria has been divided into 3 subcriteria.

Case Study on Employee Performance

Introduction:~ In the organizational context, performance is usually defined as the extent to which an organizational member contributes to achieving the goals of the organization. Performance appraisal is defined as “the process of identifying, evaluating and developing the work performance of the employee in the organization, so that organizational goals and objectives are effectively achieved while, at the same time, benefiting employees in terms of recognition, receiving feedback, and offering career guidance” (Lansbury, 1988). Measurement capability is the basis of calibrating the effectiveness of other capabilities (Shang, 2004). However, the author argues that the definition of measurement of performance is often a challenge because organizations have multiple and frequently conflicting goals. Keep reading..

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by | May 22, 2013

Case Study on Impact of Workplace Quality on Employee Productivity: Bank in Turkey

Case Study about Impact of Workplace Quality on Employee’s Productivity: Bank in Turkey

Abstract: The workplace environment plays a crucial role for the employees. Nowadays employees may have a large number working alternatives, then the environment in workplace becomes a critical factor for accepting and/or keeping the jobs. The quality of environment in workplace may simply determine the level of employee’s motivation, subsequent performance and productivity. How well employees get along with the organization influence the employee’s error rate, level of innovation and collaboration with other employees, absenteeism and ultimately time period to stay in the job. This paper presents the analysis of working environment of a foreign private bank in Turkey and examines the relationship between the workplace physical conditions and employee’s productivity.

Case Study on Employee Productivity

Introduction: Nowadays the relationship between employees and employers may be seen upside down. Since there the number of job opportunities available for employees has been increasing in a growing worldwide economy, not just employees but also employers need to readjust themselves in order to cope up with the dynamics of business life. Therefore, HR executives need to consider new strategies for recruiting and retaining best fit talents for their organizations. Higher salaries and compensation benefits may seem the most likely way to attract employees. However, quality of the physical workplace environment may also have a strong influence on a company’sability to recruit and retain talented people Some factors in workplace environment may be considered keys affecting employee’s engagement, productivity, morale, comfort level etc. both positively and negatively. Although convenient workplace conditions are requirements for improving productivity and quality of outcomes, orking conditions in many organizations may present lack of safety. Keep reading…

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by | May 20, 2013

A Case Study for Human Development Program Oportunidade

A Study about Human Development Program Oportunidade

The purpose of this research is to use the case study approach to determine how coordination is achieved in the Program for Human Development: Oportunidades (Opportunities). Oportunidades is the largest anti-poverty program in Mexico. The program has its origins in the Program for Education, Health and Nutrition (Programa de Educación, Salud y Alimentación, PROGRESA) implemented in 1997 under the administration of former President Ernesto Zedillo. In 2002 the new elected government change its name to Oportunidades without any substantial changes in its operation. The Program began in 1997 serving 300 thousand families; today 5 million people are enrolled (Sedesol, 2007b). This means that one of every four Mexicans receives Oportunidades.

Case Study on Human Development Program

Inter-agency coordination has been repeatedly identified in the literature as a factor of success in social policy programs; however, the majority of the studies do not address this subject directly. This dissertation identifies and analyzes how interinstitutional coordination of social programs is achieved in Mexico, in particular through the case study of the Human Development Program Oportunidades. There is a consensus that poverty must be addressed with a multidimensional approach, and, given the inability of an office or governmental unit to satisfy all the needs of a target population, coordination becomes necessary (Whetten, 1982). Mexico implemented its first anti-poverty programs in 1970 in response to the increase in rural poverty. Levy (1994) states that, in general, anti-poverty programs are designed to attack the causes of poverty and/or to mitigate the effects of poverty; also, they require an accurate identification of their target population. keep reading…

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by | May 18, 2013

A Study on Situational Leadership

A Study about Situational Leadership

Situational Leadership Model A Situational Leadership Model helpful to managers in diagnosing the demands of their situation has been developed as a result of extensive research. This model is based on the amount of direction (task behavior) and the amount of socioemotional support (relationship behavior) a leader must provide given the situation and the level of “readiness” of the follower or group.

Case Study on Situational Leadership

Task Behavior and Relationship Behavior: The recognition of task and relationship as two critical dimensions of a manager’s behavior has been an important part of management research over the last several decades. These two dimensions have been given various labels ranging from “autocratic” and “democratic” to “employee oriented” and “production oriented”. Keep reading…

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