HUMAN RESOURCE
MANAGEMENT
C O U R S E M A T E R I A L S
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2012
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CASES
Cases, 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
Cherie Blair: Inventing Herself
Cherie Blair is best known as the wife of former British prime minister Tony Blair. She is also
a successful lawyer, author, humanitarian, and mother of four. This case follows Blair as she
attempted to balance her multiple roles and many expectations while her husband held
office from 1997 to 2007. Harvard Business School #411021
Development and Promotion at North Atlantic Hospital
Surveys confirm that North Atlantic Hospital staff satisfaction is very low. Dr. Elizabeth
Harris, chair of the Department of Anesthesiology, looks to a career conference initiative
to help address low morale as she kicks off a new staff performance and development
program. Harvard Business School #411018
Equity on Demand: The Netflix Approach to Compensation
Netflix successfully emerged 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 Beginning
In 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 over 200
employees to investigate the recent problems, implement change in the organization, and
reestablish JetBlue’s credibility. Stanford Graduate School of Business #L17
L’Oréal S.A. : Rolling Out the Global Diversity Strategy
L’Oréal S.A. is in the process of implementing a global diversity strategy. As the European
diversity director is working with various country units to roll out the strategy, he faces
obstacles such as cultural differences and low awareness of the benefits of diversity.
Richard Ivey School of Business Foundation #910C26
Michael Patterson (A)
Michael Patterson learns that after a company reorganization, he will report to a supervisor
for whom he has little respect. A meeting has been called to discuss Patterson’s new role,
and Patterson must decide how candid he should be at the meeting.
Richard Ivey School of Business Foundation #910C24
New York Bakery (A)
A technical consultant is evaluating the readiness of a bakery for a new payroll system
installation. The system will help the bakery move through its bankruptcy process, but by
his first week, the consultant realizes his task is greater than he imagined.
Richard Ivey School of Business Foundation #C1023A
H B S P. H A R VA R D . E D U 1
Sara Tsien
This 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 tempting source of
information on potential job candidates. This case warns, however, that while Facebook
may represent a useful tool, there are reasons to proceed with caution.
Business Horizons #BH404
Popular Cases
Appex Corp.
In 1990, Appex Corp. was named the fastest-growing high-tech company in the U.S. by
BusinessWeek. During its rapid growth, the company went through several structural
changes that resulted in a chaotic culture. Shikhar Ghosh, 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,” employs 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
Otis Elevator: Accelerating Business Transformation with IT
This case focuses on the major restructuring of Otis Elevator by its CEO. The transformation
represents a remarkable 20-year effort to reduce operating costs and build the Otis service
image by reengineering all infrastructure processes at Otis.
Harvard Business School #305048
People Express Airlines: Rise and Decline
This 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
2 HUMAN RESOURCES MANAGEMENT • 2012
Portman Hotel Co.
Portman Hotel Co. is a new hotel that believes its high level of quality depends on the
excellence and motivation of its staff. The hotel creates a series of employee “rights” that it
claims are enforceable by law. Upon opening, employees are excited and highly motivated,
but soon morale and quality problems develop. Harvard Business Publishing #489104
SG Cowen: 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
ÆÆFind more cases at [Link]
BRIEF CASES
Rigorous and compact, Brief Cases from Harvard Business Publishing present realistic
management challenges for students to discuss.
A Day in the Life of Alex Sander: Driving in the Fast Lane at Landon Care Products
A driven superstar performer at a cosmetics firm has an impressive record of
accomplishments but is limited by an inability to function effectively in a team setting, as a
360-performance evaluation makes clear. #2177
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 Division
To 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 at a manufacturing plant are caught in the middle of an adversarial
relationship between workers and management. #2189
ÆÆFind more Brief Cases at [Link]
H B S P. H A R VA R D . E D U 3
ROLE PLAYS
Role 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, Marketing
The 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
ÆÆFind more Role Plays at [Link]
ARTICLES
Articles from Harvard Business Review and other renowned journals provide up-to-the
minute ideas from the best business thinkers.
New Articles
Building Resilience
Martin Seligman shares his expertise on failure and resilience. The U.S. Army is currently
testing his program for building resilience, but the corporate world can also draw lessons
from his expertise, particularly in times of failure and stagnation.
Harvard Business Review #R1104H
The Case for Executive Assistants
As technology transforms the workplace and organizations downsize, many companies
eliminate administrative assistants. Melba Duncan, an established executive assistant
recruiter, believes many firms have gone too far and argues that a good assistant is crucial
for productivity. Harvard Business Review #R1105E
Developing Your Global Know-How
For many executives, a position outside their home country has long been a rite of passage,
but how has the Great Recession affected this formula? In this article, top human resource
executives at four multinationals write about how their companies are adapting global
assignments to meet changing economic conditions. Harvard Business Review #R1103D
Fix the Health Care Crisis, One Employee at a Time
This article claims that the single most effective way to execute health care reform is
prevention, a tool already in the hands of employers. Using the example of the 30-year-old
wellness program at Johnson & Johnson, students learn how to create effective and cost-
efficient health prevention programs. Harvard Business Review #W1101A
4 HUMAN RESOURCES MANAGEMENT • 2012
How to Keep Your Top Talent
Many companies have programs designed to nurture high-potential employees who
can make a substantial impact on business results. But a recent study by the Corporate
Executive Board demonstrates that nearly 40 percent 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. Harvard Business Review #R1005B
Turning Doctors into Leaders
Health 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. Harvard Business Review #R1004B
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.
Harvard Business Review #R1009F
Popular Articles
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. They provide tools to identify one’s
CQ strengths and training techniques to help people overcome CQ weaknesses.
Harvard Business Review #R0410J
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 an employee’s basic emotional drivers to acquire, bond,
comprehend, and defend is vital to the employee’s motivation. The authors present a
model derived from their research to increase workplace motivation dramatically.
Harvard Business Review #R0807G
Informal Networks: The Company Behind the Cart
Much 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.
Harvard Business Review #93406
H B S P. H A R VA R D . E D U 5
Six Dangerous Myths About Pay
In 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. The author says that persistent myths such as “individual incentive pay
improves performance” and “people work primarily for the money” harm organizations,
accomplish little, and cost a lot. Harvard Business Review #98309
Winning the Race for Talent in Emerging Markets
Demand is high for foreign multinational talent in emerging markets. The authors of this
article interviewed executives at more than 20 global companies to identify strategies for
attracting talent. The authors share how brand, opportunity, purpose, and culture play out
in particular ways and introduce two strategies for organizations to attract and retain skilled
employees in developing economies. Harvard Business Review #R0811C
Woman and the Labyrinth
The authors of this article write that the glass ceiling is not preventing women from
reaching c-level jobs, but that the sum of the many obstacles along the path is the barrier.
They articulate the many challenges women face as they navigate the corporate labyrinth
and then offer potential strategies to mitigate career blocks for women who want to
succeed in or advance to leadership positions. Harvard Business Review #R0709C
ÆÆFind more articles at [Link]
SIMULATIONS
Online 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 Influence
Playing the role of either a middle manager or a 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
NEW! Leadership and Team Simulation: Everest v2
This second release of Leadership and Team Simulation: Everest combines the proven
learning objectives and story line of the original with an updated user experience and
enhanced administrative features. Students experience group dynamics and leadership
through the dramatic setting of a Mount Everest expedition while playing one of five roles
on a team of hikers. As they attempt a climb to the summit, students must reach individual
goals while also sharing information to maximize group achievement. #7000
Project Management Simulation: 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
ÆÆFind more simulations at [Link]
6 HUMAN RESOURCES MANAGEMENT • 2012
COURSE MODULES
Course 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
ÆÆFind more Course Modules at [Link]
ONLINE COURSES
Available in Sections
Online 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.
Finance
This course introduces core concepts in Finance ranging from ratio analysis to valuation
and from pro forma estimating to capital structure. The story line provides a meaningful
and engaging context in which students learn the material.
Complete Course #208719
Introductory Section #6000
Financial Accounting
Introduces Financial Accounting in a management context.
Complete Course #105708
Introductory Section #6002
Advanced Section #6003
Mathematics for Management
Following 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
H B S P. H A R VA R D . E D U 7
Quantitative Methods
Set 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 Modeling
Demonstrates how to use Excel functionality to solve business problems.
Complete Course #3252
Introductory Section #6010
Advanced Section #6011
ÆÆFind more online courses at [Link]
BOOKS & CHAPTERS
Individual 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 Numbers
Presents 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 learn how to prepare for a performance review meeting with
a direct report and how to create a development plan to increase employee productivity.
#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 resource process for talent management and
employee motivation. #9238
8 HUMAN RESOURCES MANAGEMENT • 2012
Chapters
Design an HR Architecture for the Differentiated Workforce
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
From The Differentiated Workforce: Transforming Talent into Strategic Impact, #446X
Managing Talent: Maximizing the Value of IT Talent
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
From The Adventures of an IT Leader, #11990
ÆÆFind more books and chapters at [Link]
VIDEO SUPPLEMENTS
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 are 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’Addario
Rick 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
ÆÆFind more video supplements at [Link] & CHAPTE
H B S P. H A R VA R D . E D U 9
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