human resource manaGement

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Harvard Business Publishing serves the finest learning institutions worldwide with a comprehensive catalog of case studies, journal articles, books, and eLearning programs, including online courses and simulations. In addition to material from Harvard Business School and Harvard Business Review, we also offer course material from these renowned institutions and publications:

• Babson College

• Business Enterprise Trust

• Business Horizons Magazine

• California Management Review

• Darden School of Business

• Design Management Institute

• Ivey School of Business

• International Institute for Management Development (IMD)

• IESE Business School

• INSEAD

• Kellogg School of Management

• Rotman Magazine

• Stanford Graduate School of Business

• Sloan Management Review

• Social Enterprise Knowledge Network

• University of Hong Kong

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casesCases, slices of business life, focus on actual problems and decisions facing a company. Students are challenged to put themselves in the protagonist’s place and suggest business strategies, tactics, and solutions.

New Cases

A New Executive Director A newly promoted assistant deputy minister of business and trade must decide whom to recommend for her previous role as an executive director. Two candidates are up for the job, with opposing strengths and weaknesses. Given that the decision comes during a time of upheaval and budgetary pressures, will the deputy minister choose an energetic leader who ruffles feathers or a well-liked team member with less ambition to innovate? Ivey School of Business #910C06

Challenges of Growth at Protegra Protegra, a small Canadian company specializing in both computer software development and business performance consulting, attributes much of its success to a flat organizational structure and a collegial atmosphere centered on customer and employee values. In this case, students follow Protegra’s CEO as he explores how Protegra can expand without sacrificing its corporate culture. Ivey School of Business #910E04

Culture and Compensation: Considering Performance and Variable Pay at SRF LimitedArun Bharat Ram, chairperson of the Indian firm SRF Limited, hires a consultant to evaluate his portfolio and make future strategy recommendations. He is shocked at the consultant’s recommendation to switch to variable based pay from his system based on employee potential. Should he take advice that is contrary to SRF’s strengths, values, and beliefs, or should he entertain change to accommodate a rapidly evolving Indian business culture where retaining employees is more and more difficult? Kellogg School of Management #KEL445

Equity on Demand: The Netflix Approach to CompensationNetflix successfully emerges from the technology bubble of the 1990s in part because of its culture of freedom and personal responsibility. Many policies foster this culture, including a unique compensation program where employees set their own reward mix. Several years after instituting this policy, management wants to know if this incentive method holds up or detracts from the objectives Netflix has set for the bulk of its employees. Stanford Graduate School of Business #CG19

JetBlue Airways: A New BeginningIn 2007, a poor response to a weather event at New York’s JFK airport severely damages JetBlue’s reputation and costs the company $41 million. In response to this and several similar events, JetBlue launches a program (IROP Integrity) that empowers and leads over 200 employees to investigate the recent problems, implement change in the organization, and reestablish JetBlue’s credibility. Stanford Graduate School of Business #L17

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Namaste SolarNamaste Solar, an employee-owned solar electric company, has cultivated a distinctive, high-involvement corporate culture. With government incentives creating a strong market for solar products, Namaste is growing at breakneck speed and two investors have approached the company with serious buyout offers. Will Namaste accept the offer to infuse capital into its efforts and create a profit for employees with vested shares, even if it means a large organizational change? Ivey School of Business #910M49

Sara TsienThis case follows Sara Tsien, a senior government manager, as she decides how to give a performance assessment to an employee who has uncharacteristically failed to meet a key objective for the year. The situation is difficult for several reasons: the causes of the unacceptable performance are not clear; the employee has previously received excellent appraisals, including a recent one by the vice president; and the employee was absent for a good part of the year on maternity leave. Ivey School of Business #910C07

You’ve Been Tagged! (Then Again, Maybe Not): Employers and Facebook Social networking sites, such as Facebook, have exploded onto the business landscape with many corporations, organizations, and individuals using them to distribute information. For human resource professionals, Facebook in particular may be a very tempting source of information on potential job candidates. This case warns, however, that while Facebook may represent a useful tool, there are several reasons to proceed with caution. Business Horizons #BH404

Popular Cases

Appex Corp. In 1990, Appex Corp. is named the fastest-growing high-tech company in the United States by Business Week. During its rapid growth, the company went through several structural changes that results in a chaotic culture. Shikhar Ghosh, the CEO of Appex, must design and implement a new organizational structure to rein in the culture and deal with the further complication of EDS acquiring Appex. Harvard Business School #491082

Cirque du Soleil Cirque du Soleil, the enormously successful “circus without animals,” employees 2,100 people including a creative workforce of 500 artists. Managing creative people is a distinct challenge and this case follows the casting director of Cirque du Soleil as she attempts to achieve the company’s growth strategy by attracting more business and talent. Harvard Business School #403006

Nordstrom: Dissension in the Ranks (A)In 1989, the performance measurement systems and compensation policies of Nordstrom Department Stores unexpectedly came under attack by employees, unions, and government regulators. This case illustrates how the store’s rapid growth, decentralized management, and unrelenting pressure to perform distorted the performance measurement systems and led to undesirable consequences. Harvard Business School #191002

Note on Organization Structure This note provides a basic understanding of organizational structure. Students get a brief history of the main ideas of organizational structure, cover concepts and factors to consider while designing organizational structure, review prototypical forms of organizational structure, and finally learn about emerging trends in organizational structure. Harvard Business School #491083

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Organizational Alignment: The 7-S Model Leaders are organizational architects, and designing an organization is not an easy task. This case offers the 7-S framework as a blueprint to help make that job easier. Derived from research and formulated by Harvard Business School, Stanford Business School, and McKinsey and Company, the case offers techniques for analyzing systems and putting into place corrective courses of action. Harvard Business School #497045

People Express Airlines: Rise and DeclineThis case describes the innovative approach to organizing and managing people that contributed to People Express Airlines’ meteoric rise and its eventual dramatic demise. Students examine the implementation of leading-edge human resource management practices and are asked to analyze why People Express succeeded in its early years only to declare bankruptcy so soon after. Harvard Business School #490012

SG Cowne: New Recruits Chip Rae, director of recruiting at SG Cowen, must decide which recruits to keep after a final interview process for new outside associate hires. He uses a hiring strategy that after some initial resistance meets the approval of his senior management. Through Chip’s story, students are introduced to the complexity of recruiting in professional services firms and are taught the basics of a recruiting process. Harvard Business School #402028

brief casesRigorous and compact, Brief Cases from harvard Business Publishing present realistic management challenges for students to discuss.

Engstrom Auto Mirror Plant: Motivating Through Good and Bad Times A plant manager confronts morale issues when, on the heels of an industry downturn, an incentive program stops producing payouts that employees have come to expect. #2175

RL Wolfe: Implementing Self-Directed Teams RL Wolfe introduces self-directed teams (SDTs) at its Corpus Christi Plant. What is working, what is not, and will the other plants be persuaded to accept the SDT approach? #4063

Stone Finch, Inc.: Young Division, Old DivisionTo stimulate innovation in a new technology division, the CEO milks the firm’s cash cow, an old manufacturing unit. Soon, key employees depart and morale sinks—in both divisions. #3214

Thomas Green: Power, Office Politics, and a Career in Crisis A promising career appears to be headed off the rails as conflict deepens between a young marketing manager and his boss. Can this career be saved? #2095

Treadway Tire Company: Job Dissatisfaction and high Turnover at the Lima Plant Line foremen in a manufacturing plant are caught in the middle of an adversarial relationship between workers and management. #2189

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role PlaysRole Plays help students develop their decision-making skills by setting up realistic business challenges that require students to use negotiation techniques to work out the best possible solutions. Each Role Play is accompanied by a comprehensive Teaching Note.

Seneca Systems (A): General and Confidential Instructions for R. Thompson, Vice President, MarketingThe heads of two different divisions are in a dispute over who has responsibility for failures in a key product. The mediator has both independent interests and some power to influence outcomes. Core issues concern the trade-offs inherent in having a mediator with vested interests and power. #899169

Æ Find more cases, Brief Cases, and Role Plays at hbsp.harvard.edu

articlesArticles from Harvard Business Review and other renowned journals provide up-to-the-minute ideas from the best business thinkers.

New Articles

The Battle for Female Talent in Emerging MarketsWomen in emerging markets are enormously ambitious and passionate about their work, but they face complicated challenges that are very different from those of women in the developed world. As the race for multinational talent heats up, this article explores what companies like Google, Siemens, Intel, GE, and Pfizer are doing to shape talent models that work, especially for women in emerging markets. #R1005H

Fixing health Care on the Front LinesIn this article, Richard M. J. Bohmer writes that there are many proposals for curing what ails health care, but the reality is that the basic structure of the health care system in the United States and most other countries will remain in place for the near future. The only realistic hope for substantially improving care delivery is for the old guard to launch a change revolution from within. #R1004D

how to Keep Your Top TalentMany companies have programs designed to nurture high-potential employees who can make a large impact on business results. But a recent study by the Corporate Executive Board demonstrates that nearly 40% of internal job moves made by “high potentials” end in failure. This article offers insights into how human resource practices can manage and better retain top talent. #R1005B

Turning Doctors into LeadersHealth care delivery has become fragmented and chaotic due to technical advances and a dramatic increase in available data. The author suggests a new kind of health care approach to address the chaos by organizing doctors into teams, measuring performance by how patients fare, applying financial and behavioral incentives, improving processes, and dismantling dysfunctional cultures. #R1004B

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Why Men Still Get More Promotions than Women A Catalyst survey of over 4,000 high potential corporate employees shows that more women than men have mentors, but that women are paid $4,600 less in their first post-MBA jobs, hold lower-level positions, and feel less career satisfaction. To understand why, the authors conducted in-depth interviews with 40 participants in a mentoring program at a large multinational and share their results on how to best mentor women. #R1009F

Popular Articles

Six Dangerous Myths about PayIn this article, Jeffrey Pfeffer identifies widely accepted “fictions” about compensation, provides evidence to disprove them, and offers advice on how employees should be paid and incentivized. With increasing frequency, the author says myths such as “individual incentive pay improves performance” and “people work primarily for the money” harm organizations, accomplish little, and cost a lot. #98309

Cultural Intelligence Cultural intelligence, or CQ, is the ability to make sense of unfamiliar cultural contexts and is composed of three components—cognitive, physical, and emotional or motivational. The authors conducted a survey of 2,000 managers in 60 countries and found that most people are not equally strong in all three areas of CQ and provide tools to identify one’s CQ strengths and training techniques to help people overcome CQ weaknesses. #R0410J

Informal Networks: The Company Behind the CartMuch of the real work in any organization is accomplished through informal but complex networks of relationships that cross functions and divisions. In this article, students learn how to harness the power of relationships by diagramming the three different informal networks: the advice network, which reveals those people to whom others turn when work needs to get done; the trust network, which uncovers who shares delicate information; and the communication network, which shows who talks about work-related matters. #93406

Employee Motivation: A Powerful New Model Using the results of a survey conducted of a wide range of employees from Fortune 500 and other companies, Nitin Nohria, Boris Groysberg, and Linda-Eling Lee establish that an environment that meets a person’s basic emotional drivers to acquire, bond, comprehend, and defend is vital to motivating that individual. The authors present a model derived from their research to increase workplace motivation dramatically. #R0807G

Winning the Race for Talent in Emerging Markets Demand for foreign multinational talent in emerging markets is very high. The authors of this article interviewed executives at more than 20 global companies to identify strategies for attracting talent in developing economies. The authors share that brand, opportunity, purpose, and culture play out in particular ways and introduce two strategies for organizations to attract and retain skilled employees in developing countries. #R0811C

Æ Find more articles at hbsp.harvard.edu

simulationsOnline simulations present real-world management challenges for students and encourage classroom interaction and discussion. Results are available immediately for a comprehensive debrief session. All simulations include a detailed Facilitator’s Guide.

new! Change Management Simulation: Power and InfluencePlaying the role of either a middle manager or CEO at a manufacturing firm considering adoption of an enterprise-wide sustainability program, students must choose among 18 change levers to move members of the organization along a four-step pathway from awareness to adoption. #3292

Project Management: Scope, Resources, Schedule Students make qualitative and quantitative decisions as they manage a critical new product development project. Human resource issues include project staffing, managing schedules, deadlines, team morale, coaching and training priorities, and setting appropriate team and management expectations. #3356

Leadership and Team: Everest Uses the dramatic setting of a Mount Everest expedition to teach group dynamics and leadership. Students play one of five roles on a team of hikers attempting to summit Everest, during which they must share information to maximize group achievement. #2650

Æ Find more simulations at hbsp.harvard.edu

online coursesnew! Now available in SectionsOnline courses introduce complex subjects and can be used in advanced undergraduate business courses, as prematriculation requirements for MBAs, or assigned as homework over a semester or year. Online courses are available as complete courses or in sections.

FinanceThis course introduces core concepts in Finance ranging from ratio analysis to valuation and from pro forma estimating to capital structure. The storyline provides a meaningful and engaging context in which students learn the material.

� Complete Course #208719 � Introductory Section #6000

Financial AccountingIntroduces Financial Accounting in a management context.

� Complete Course #105708 � Introductory Section #6002 � Advanced Section #6003

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Mathematics for ManagementFollowing the story line of several family-owned businesses, students learn how to apply math concepts to solve problems, analyze data, and predict outcomes.

� Complete Course #3350 � Algebra Section #6004 � Calculus Section #6006 � Statistics Section #6007 � Probability Section #6008 � Finance Section #6009

Quantitative MethodsSet in a Hawaiian resort, this course teaches statistics and regression analysis from a management perspective. Students develop statistical models for making better business decisions.

� Complete Course #504702 � Regression Section #6012

Spreadsheet ModelingDemonstrates how to use Excel functionality to solve business problems.

� Complete Course #3252 � Introductory Section #6010 � Advanced Section #6011

Æ Find more online courses at hbsp.harvard.edu

course modulesCourse modules offer a road map to the best teaching materials, with recommendations on how to organize them. Each module suggests 4–6 items plus some alternate suggestions. Popular modules in human Resource Management include the following:

� Compensation � Employee Training and Development � Performance Evaluation � Recruiting, Hiring, and Promoting

Æ Find more course modules at hbsp.harvard.edu

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video supplementsnew! Video supplements give students insight into a case as they view a class visit from a CEO, a factory tour, or interviews with prominent business visionaries. Supplements can be viewed on DVD. Many video supplements accompanied by a Teaching Note. Video supplements in human Resource Management include:

Jieliang Phone home! This video supplement offers an opportunity to explore the link between work design and compensation, and to understand the differences between compensation and motivation. #609704

Rick Drumm at D’AddarioRick Drumm is being recruited for the position of president at J. D’Addario & Co. and must go through a challenging interview process, including a round with Jack Welch. #BAB162

books & chaptersIndividual chapters may be integrated into course materials, while books may serve as primary class texts.

Books

Financial Intelligence for hR Professionals: What You Really Need to Know About the NumbersPresents the essentials of finance specifically for HR management. Topics include why the assumptions behind financial data matter; what a company’s income statement, balance sheet, and cash flow statement reveal; how to use ratios to assess a company’s financial health; how to calculate return on investment; ways to use financial information to support business units; and how to instill financial intelligence throughout a team. #1913

Performance Management: Measure and Improve the Effectiveness of Your Employees A competitive workplace demands that managers evaluate employee performance and provide coaching. Students are exposed to comprehensive advice, background information, and guidance on the most relevant topics in human resource management. #8428

Shine: using Brain Science to Get the Best from Your People In Shine, bestselling author, psychiatrist, and ADD expert Edward Hallowell draws on brain science, performance research, and his own experience helping people maximize their potential to present a proven human resources process for talent management and employee motivation. #9238

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Customer service is available 8 am to 6 pm et, Monday through Friday. Phone: 1-800-545-7685 (1-617-783-7600 outside the U.S. and Canada)

tech support is available 8 am to 8 pm et, Monday through thursday, 8 am to 7 pm et Friday. Phone: 1-800-810-8858 (1-617-783-7700 outside the U.S. and Canada)

Email: custserv@hbsp.harvard.edu

Web: hbsp.harvard.edu

Chapters

Design an hR Architecture for the Differentiated Workforce(from The Differentiated Workforce: Transforming Talent into Strategic Impact, #446X)

This chapter focuses on the importance of developing a philosophy and a culture of accountability to help drive successful strategy execution. Topics include the design of an integrated system of HR management policies and practices to help execute strategy as well as the key roles, accountabilities, and infrastructure needed in the HR function to support a process of strategic transformation. #3247BC

Managing Talent: Maximizing the Value of IT Talent (from The Adventures of an IT Leader #11990)

Students walk in the shoes of Jim Barton, the new CIO of a fictional corporation, in his first year of leadership. In this chapter, Barton is confronted with some of the challenges inherent in managing top talent. An unproductive but valuable employee highlights the necessity of assessing Barton’s team’s key skills and contributors. #3029BC

Æ Find more books and chapters at hbsp.harvard.edu

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