case study human resource management

HR Training Resources

A Guide to Human Resources Management Case Studies

Human Resource Management case studies provide valuable insights into the challenges faced by HR professionals in diverse workplaces. In this comprehensive guide, we will explore real-life examples of HRM in action, showcasing the strategies and solutions implemented to tackle various HR challenges.

Key Takeaways:

• Human Resources Management Case Studies offer practical insights for HR professionals.
• Real-life examples highlight strategies and solutions for overcoming HR challenges.
• Case studies showcase the importance of effective HR strategies in organizational success.
• Diverse scenarios demonstrate the application of HRM practices in different workplaces.
• Continuous learning and adaptation are crucial for HR professionals to stay effective.

The Changing Landscape of HRM

In the rapidly evolving global business environment, Human Resources Management (HRM) is constantly adapting to new trends and challenges. From the emergence of emerging markets to the digitalization of workplaces, HR professionals have had to navigate through various obstacles to effectively manage their workforce. One of the most significant challenges in recent times has been the global COVID-19 pandemic, which has necessitated swift and innovative HR strategies.

To gain a deeper understanding of how organizations have successfully managed these changes and optimized their HR practices, we will delve into a range of case studies. These case studies provide valuable real-world examples that HR professionals can analyze and apply in their own organizations. By studying these HR case studies , professionals can learn from the experiences of others, gaining insights into successful strategies and approaches.

Utilizing HR case studies for analysis allows us to discover how organizations have leveraged HRM to overcome obstacles and adapt to new circumstances. These real-life examples showcase the diverse ways in which organizations have effectively managed HR challenges, providing valuable lessons and strategies for HR professionals across industries.

Company XYZ, a multinational technology firm, faced challenges in attracting and retaining top talent due to the fast-paced nature of the industry. To address this, they implemented a strategic HR initiative that focused on creating a flexible work environment, providing opportunities for professional development, and offering competitive compensation packages. As a result, the company experienced a significant reduction in employee turnover and an increase in employee satisfaction and productivity.

This case study highlights how HR professionals at Company XYZ were able to adapt to the changing landscape of HRM by implementing innovative strategies. By analyzing such success stories, HR professionals can gain valuable insights into the strategies and practices that drive organizational success.

• HRM is constantly evolving to respond to new trends and challenges in the business world.
• Case studies provide real-world examples of effective HR practices in managing change.
• Successful organizations leverage HRM strategies to optimize their workforce and drive organizational success.

The Importance of Effective HR Strategies

Effective HR strategies are crucial for organizations to attract, retain, and develop top talent. By implementing strategic HR practices, companies can create a positive work environment that fosters employee engagement, productivity, and overall organizational success. In this section, we will explore case studies that highlight successful HR strategies implemented by companies across different industries, providing valuable insights for research and inspiration.

Case Studies: Success Stories in HR Management

Case Study 1: Company X

“Our HR strategy of prioritizing employee well-being and work-life balance has had a significant impact on our organizational culture. Through flexible work arrangements, wellness programs, and regular communication channels, we have seen a remarkable increase in employee satisfaction and productivity.”

Case Study 2: Company Y

“By investing in employee development and career progression, we have been able to attract top talent and retain key employees. The implementation of mentorship programs, training initiatives, and performance feedback systems has led to higher employee engagement and a stronger talent pipeline.”

Case Study 3: Company Z

“Our HR strategy focuses on promoting a diverse and inclusive workforce. Through targeted recruitment efforts, diversity training programs, and inclusive policies, we have successfully created a culture that celebrates and values diversity, leading to improved employee satisfaction and innovation.”

The Impact of Strategic HR Practices

These success stories demonstrate the tangible benefits of strategic HR practices. Organizations that prioritize effective HR strategies are better equipped to attract and retain top talent, foster employee engagement and satisfaction, and drive overall organizational success. By studying these case studies, researchers and HR professionals can gain valuable insights and inspiration to enhance their own HR practices and achieve similar levels of success.

By examining these HRM case studies for research and guidance, organizations can adopt successful strategies and adapt them to their unique contexts. The implementation of effective HR strategies is key to creating a thriving workplace culture that empowers employees, maximizes productivity, and ultimately drives the success of the organization.

Fundamental Concepts of HR Management

Before diving into Human Resources Management Case Studies , it is essential to have a solid understanding of the fundamental concepts that underpin HR management. This section will explore key definitions and concepts to provide a strong foundation for in-depth analysis of the case studies.

Definitions and Clarifications

Let’s start by clarifying some key terms:

• Management : Refers to the process of coordinating and overseeing organizational resources to achieve specific goals and objectives.
• Resources : In the context of HR, resources refer to the individuals who contribute to the organization’s success, including employees, contractors, and other stakeholders.
• Role of a Manager : A manager is responsible for planning, organizing, directing, and controlling resources to achieve organizational goals and objectives. In the HR context, managers focus on effectively managing human resources.
• Difference between Management and Administration : While the terms management and administration are sometimes used interchangeably, it is important to note the subtle distinctions. Management is concerned with the implementation of strategies and the coordination of resources, whereas administration involves the overarching policies, procedures, and regulations that govern the organization.

By understanding these fundamental concepts, we can delve deeper into the case studies and gain valuable insights into the challenges and solutions faced by HR professionals.

Inspiring Quote

“Management is doing things right; leadership is doing the right things.” – Peter Drucker

Key Definitions

Management Functions and Responsibilities

Effective management is essential for HR professionals in their role of overseeing an organization’s human capital. Understanding the four basic functions of management – planning, organizing, directing, and controlling – is critical for HRM success. Each function contributes to the efficient and effective management of human resources, ensuring organizational goals are met.

In addition to these management functions, HR managers have specific responsibilities that contribute to the overall success of the organization. These responsibilities include:

• Recruitment and selection of qualified candidates
• Employee onboarding, training, and development
• Creating and enforcing HR policies and procedures
• Ensuring legal compliance in all HR practices
• Managing employee relations and resolving conflicts
• Designing and administering compensation and benefits programs
• Developing and implementing employee engagement initiatives
• Overseeing performance management and evaluation processes

Furthermore, HR plays a vital role in the administrative cycle of an organization. HR professionals are responsible for managing and maintaining accurate HR records, handling payroll and benefits administration, and ensuring compliance with employment laws and regulations.

By effectively executing their management functions and fulfilling their responsibilities, HR professionals contribute to the development and success of an organization’s human resources, driving overall organizational performance and productivity.

Skills and Competencies in HR Management

The success of an HR manager relies on a combination of technical skills and personal qualities. Understanding and mastering these essential skills and competencies is crucial for effectively managing human resources in any organization. Here, we will explore the key characteristics that distinguish an effective HR manager and how they contribute to success in HR management.

1. Integrity

Integrity is the foundation of trust in any HR department. HR managers must demonstrate honesty, transparency, and ethical behavior in all aspects of their work. By upholding high ethical standards, HR managers cultivate a culture of integrity, ensuring fair and unbiased treatment of employees and fostering a positive work environment.

2. Flexibility

Flexibility is essential in an ever-changing business landscape. HR managers must adapt to evolving workplace dynamics, industry trends, and technological advancements. This includes being open to new ideas, embracing change, and continuously updating HR strategies to align with organizational goals and employee needs.

3. Resilience

HR managers often face challenging situations that require resilience and the ability to navigate complex issues. They must stay composed in difficult times, effectively manage conflicts, and find creative solutions to address HR challenges. Resilient HR managers are invaluable assets to organizations, as they can lead teams through change and uncertainty, ensuring continuity and stability.

4. Proactivity

Successful HR managers are proactive in identifying potential issues before they escalate. They anticipate future needs and create proactive strategies to address them. By staying ahead of the curve, HR managers can plan and implement initiatives that support employees’ growth, well-being, and overall job satisfaction.

“Proactive HR managers take a proactive approach to identify potential pitfalls early on, allowing organizations to prevent problems rather than just managing them when they arise.”

In addition to these personal qualities, HR managers must possess a range of technical skills to effectively manage human resources. Some of these skills include:

• Recruitment and selection
• Training and development
• Performance management
• Employee relations
• Compensation and benefits
• HR data analysis

To exemplify these skills and competencies, let’s take a look at a real-life HR case study:

By analyzing such HR case studies , aspiring HR professionals and organizations can gain valuable insights into the practical application of skills and competencies in HR management.

Now that we have explored the essential skills and competencies in HR management, it is clear that successful HR managers possess a unique blend of personal qualities and technical skills. These individuals play a vital role in driving organizational success by effectively managing human resources and fostering a positive work environment.

Employee Motivation and Engagement

Motivated and engaged employees are essential for organizational success. In this section, we will explore the crucial role of HR in motivating employees and fostering a culture of engagement. By examining real-life case studies, we will identify effective strategies and initiatives implemented by organizations to boost employee motivation and engagement.

Motivation through Recognition

Employee recognition is a powerful tool for motivating and engaging employees. Organizations that prioritize recognition programs create a culture of appreciation and reinforce desired behaviors. Case studies highlight the impact of tailored recognition programs on employee satisfaction, morale, and performance.

Professional Development and Growth

Providing opportunities for professional development and growth is another key driver of employee motivation and engagement. Organizations that invest in training, mentorship programs, and career advancement opportunities empower employees to enhance their skills and fulfill their potential. Real-life examples demonstrate how these initiatives contribute to higher employee satisfaction and loyalty.

Well-being Initiatives

Employee well-being initiatives play a vital role in nurturing a positive work environment and enhancing motivation. By offering wellness programs, flexible work arrangements, and promoting work-life balance, organizations prioritize the holistic well-being of their employees. Case studies highlight the positive impact of these initiatives on employee engagement, productivity, and overall satisfaction.

Effective Communication

Open and transparent communication is integral to fostering motivation and engagement among employees. Organizations that prioritize effective communication channels, including regular feedback, town hall meetings, and collaborative platforms, create an environment of trust and inclusion. Real-life examples demonstrate how improved communication positively influences employee engagement and overall organizational performance.

“Effective employee motivation and engagement are the cornerstones of a thriving organization. By examining real-life case studies, HR professionals and organizations can gain valuable insights into successful strategies and initiatives that fuel motivation and foster meaningful employee engagement.”

The case studies above demonstrate how organizations have successfully implemented strategies to motivate and engage their employees. By leveraging recognition, professional development, well-being initiatives, and effective communication, these organizations have created a positive work environment that drives employee satisfaction, productivity, and loyalty.

Strategies for Effective HR Management

HR professionals play a critical role in developing and implementing effective HR strategies. By analyzing real-life case studies, we can gain valuable insights into HR best practices. These case studies highlight successful strategies in key areas such as:

Recruitment and Selection

Training and development, performance management, compensation and benefits, labor relations.

Let’s explore how organizations have utilized these strategies to optimize their HR practices and achieve their business objectives.

“The key to effective HR management lies in understanding the unique needs and challenges of your organization. By analyzing case studies, we can gain valuable insights and tailor our strategies to drive employee engagement, productivity, and organizational success.”

Effective recruitment and selection processes are crucial for attracting and hiring top talent. Case studies in this area often showcase innovative methods used to identify and attract qualified candidates. From leveraging technology platforms for applicant screening to implementing targeted recruitment campaigns, organizations have successfully optimized their hiring processes.

Investing in employee training and development is essential for enhancing skills and fostering long-term growth. By examining case studies in this domain, we can learn from organizations that have successfully implemented comprehensive training programs, mentorship initiatives, and continuous learning platforms. These strategies contribute to a skilled and motivated workforce.

Effective performance management systems align individual and team goals with organizational objectives. Case studies in this area often highlight organizations that have implemented performance measurement frameworks, regular feedback systems, and performance-based incentives. This data-driven approach ensures transparency, fairness, and continuous improvement.

Strategic compensation and benefits programs attract, retain, and motivate talented employees. Case studies demonstrate how organizations have designed competitive salary structures, employee recognition programs, and comprehensive benefits packages. These initiatives contribute to higher employee satisfaction, engagement, and overall organizational performance.

Managing labor relations requires effective communication, negotiation, and conflict resolution skills. Case studies in this area offer insights into organizations that have successfully fostered positive relationships with unions, implemented fair labor practices, and resolved labor disputes amicably. These examples highlight the importance of proactive labor management strategies.

By learning from these case studies and applying the demonstrated strategies, HR professionals can optimize their HR management practices and create a positive impact on organizational success.

These case studies showcase the application of effective HR management strategies in different organizations. They provide practical examples of how organizations have achieved success by implementing various strategies tailored to their unique needs and challenges.

Leveraging HR Technology

HR technology has revolutionized HRM processes, enabling organizations to streamline operations and enhance efficiency. By leveraging the power of technology, HR professionals can optimize their strategic decision-making and ensure a seamless employee experience.

Let’s examine some insightful case studies that illustrate the successful implementation and utilization of HR technology. These examples demonstrate how organizations have harnessed the potential of HRIS (Human Resource Information System), talent management software, and data analytics tools to drive meaningful outcomes and achieve their HR objectives.

Case Study 1: Enhancing Recruitment with HRIS

In this case study, Company ABC implemented an HRIS software to streamline their recruitment process. The software automated job posting, applicant tracking, and resume screening, significantly reducing the time and effort spent on manual tasks. With the implementation of HRIS, the HR team at Company ABC experienced a 40% reduction in time-to-hire and an improvement in the quality of hires.

“The HRIS software has transformed our recruitment process, allowing us to focus on strategic talent acquisition. The automation and advanced analytics capabilities have enabled us to make data-driven decisions and hire top talent efficiently.” – Sarah Thompson, HR Manager, Company ABC

Case Study 2: Optimizing Performance Management with Talent Management Software

In this case study, Company XYZ adopted a talent management software platform to streamline their performance management process. The software offered features such as goal setting, continuous feedback, and performance analysis, empowering managers and employees to take a more proactive approach to performance improvement. As a result, Company XYZ experienced a significant increase in employee engagement and aligned performance goals across the organization.

“The talent management software has revolutionized our performance management process. It has fostered a culture of continuous feedback and empowered our employees to take ownership of their professional growth. The transparent performance analytics have enabled us to identify and reward top performers effectively.” – John Davis, HR Director, Company XYZ

Case Study 3: Leveraging Data Analytics for Strategic Decision-Making

In this case study, Company DEF implemented advanced data analytics tools to gain insights into their HR processes. By analyzing data related to employee engagement, turnover rates, and performance metrics, the HR team at Company DEF could identify trends, patterns, and areas for improvement. This strategic use of data analytics enabled Company DEF to make informed decisions and implement targeted HR interventions, resulting in improved retention rates and increased productivity.

“Data analytics has been a game-changer for our HR department. By leveraging actionable insights from our HR data, we have been able to proactively address employee concerns, enhance our talent acquisition strategies, and design targeted training programs. Our data-driven approach has significantly contributed to our overall organizational success.” – Lisa Johnson, HR Manager, Company DEF

These case studies demonstrate how organizations can harness the potential of HR technology to drive efficiency, improve decision-making, and enhance the employee experience. By leveraging the right combination of HRIS, talent management software, and data analytics tools, HR professionals can transform their HR practices and contribute to the strategic objectives of the organization.

Leveraging HR technology is essential in today’s digital era, where technology continues to shape the future of work. By staying informed about the latest HR technology trends and exploring case studies, HR professionals can identify opportunities for innovation and drive impactful HR initiatives.

Now, let’s explore another critical aspect of HR management – diversity and inclusion.

Diversity and Inclusion in HR Management

In today’s diverse workforce, creating an inclusive environment is essential for effective human resources management. Organizations that prioritize diversity and inclusion benefit from improved employee satisfaction, increased productivity, and enhanced innovation. Let’s explore some real-life examples of HRM case studies that highlight the successful efforts of organizations to foster diversity and inclusion within their workforce.

Case Study 1: XYZ Company

XYZ Company, a global technology firm, recognized the value of diversity and inclusion in driving organizational success. They implemented a comprehensive diversity program that focused on recruiting and retaining employees from diverse backgrounds. By promoting a culture of inclusion through training, mentorship, and employee resource groups, XYZ Company witnessed a significant increase in employee engagement and creativity. This case study demonstrates the positive impact of diversity and inclusion initiatives on overall organizational performance.

Case Study 2: ABC Corporation

ABC Corporation, a leading retail company, recognized the importance of diversity and inclusion in meeting the needs of their diverse customer base. They implemented unconscious bias training for their hiring managers and implemented policies to ensure equal opportunities for all employees. As a result, ABC Corporation experienced improved employee satisfaction, reduced turnover rates, and a boost in customer loyalty. This case study exemplifies the positive outcomes that can be achieved through a commitment to diversity and inclusion in HR management.

By analyzing these HRM case studies , organizations can gain valuable insights into successful diversity and inclusion initiatives. Implementing similar strategies, such as targeted recruitment efforts, inclusive policies, and diversity training programs, can help companies create a more inclusive and diverse workforce, fostering a culture of innovation and success.

Incorporating diversity and inclusion into HR management practices is not only a legal and moral imperative, but it also leads to tangible business benefits. Organizations that embrace diversity and create an inclusive workplace are better equipped to attract top talent, retain employees, and drive innovation. By learning from these HRM case studies , organizations can develop effective strategies to foster diversity and inclusion, ultimately contributing to their long-term success.

Adapting HR Practices in Times of Crisis

In times of crisis, such as economic downturns or natural disasters, HR professionals face unique challenges that require them to adapt their practices quickly and effectively. By analyzing HRM case studies that showcase organizations’ responses to crises, we can gain valuable insights into the strategies and approaches they employed to navigate through turbulent times and emerge stronger.

The Importance of Flexibility

One key lesson we can learn from HR case studies in times of crisis is the importance of flexibility. Organizations need to be agile and responsive to rapidly changing circumstances. HR professionals play a vital role in proactively adjusting HR practices, policies, and procedures to meet the immediate needs of employees and the organization as a whole.

“During the global financial crisis of 2008, XYZ Corporation faced severe economic challenges that threatened its survival. The HR team swiftly implemented cost-cutting measures, including a freeze on hiring and salary reductions, while carefully balancing employee morale and engagement. Through open communication and transparent decision-making, XYZ Corporation managed to weather the storm and emerge with a more resilient workforce.”

By adopting a flexible approach, HR professionals can help organizations navigate through turbulent times, mitigate the impact on employees, and position the company for recovery and future growth.

The Power of Resilience

Resilience is another critical factor in adapting HR practices during a crisis. HR professionals need to demonstrate resilience in the face of uncertainty and guide employees through challenging times. By instilling confidence, providing support systems, and fostering a sense of unity, HR managers can help organizations withstand the pressures of a crisis and emerge stronger.

Resilience can be seen in action through the implementation of employee assistance programs, mental health initiatives, and crisis communication plans. These measures help employees navigate the emotional and psychological challenges brought on by the crisis, ensuring their well-being and enabling them to contribute effectively to the organization’s recovery efforts.

Proactive Planning for Future Crises

The best HR case studies in times of crisis highlight the importance of proactive planning. While crises may be unexpected, organizations can anticipate potential challenges and develop contingency plans to address them swiftly and efficiently. By anticipating various scenarios and regularly reviewing and updating crisis response strategies, HR professionals can position their organizations for success even in the face of uncertainty.

In addition to crisis preparedness, proactive planning involves identifying key skills and competencies that will be crucial in future crises. By integrating training programs, succession planning, and talent management initiatives into their HR practices, organizations can ensure they have the capabilities necessary to navigate through any crisis that may arise.

Table: Strategies for Adapting HR Practices in Times of Crisis

Adapting HR practices in times of crisis requires a combination of flexibility, resilience, and proactive planning to ensure the well-being of employees, maintain productivity, and secure the organization’s long-term success.

Human Resources Management Case Studies provide HR professionals with valuable insights into real-world challenges and innovative solutions. By analyzing these examples, organizations can learn from best practices and optimize their own HR strategies. The showcased case studies highlight the diverse scenarios that HR professionals face and the creative approaches they employ to overcome obstacles.

Continuous learning from these experiences enables HR professionals to enhance their skills and contribute to the overall success of their organizations. These case studies serve as a source of inspiration, demonstrating the importance of adaptability, strategic thinking, and effective HR management.

By embracing the lessons learned from Human Resources Management Case Studies, HR professionals can strengthen their expertise, foster employee engagement, and drive organizational growth. These real-life examples reaffirm the significance of HRM for businesses in today’s dynamic and ever-evolving corporate landscape.

Source Links

• https://www.shrm.org/credentials/certification/educators/teaching-resources
• https://www.e-elgar.com/shop/usd/case-studies-in-work-employment-and-human-resource-management-9781788975582.html
• https://gfoundry.com/everything-you-need-to-know-about-human-resources-a-manual-for-managers-and-professionals/

Similar Posts

A Guide to HR Employee Assessment Tools

HR professionals face the ongoing challenge of finding skilled and diverse workers who align with their organization’s goals. In today’s competitive job market, relying on traditional hiring methods alone may not be sufficient. To make informed hiring decisions and optimize workforce performance, HR professionals need effective HR employee assessment tools. HR employee assessment tools encompass…

A Guide to Human Resources Management Innovation

Human resources management innovation is revolutionizing the way organizations approach workforce management. By leveraging cutting-edge strategies, technologies, and trends, HR professionals are optimizing HR practices, boosting employee engagement, and driving business success. In this guide, we will explore the top HR innovations that are reshaping the future of HRM. From AI-based recruitment tools to automated…

A Guide to HR Organizational Development

Welcome to our comprehensive guide on HR organizational development. In today’s ever-changing business landscape, organizations need to build their capacity to adapt, change, and become more effective. HR organizational development, also known as OD, is a science-based approach that focuses on strategies, structures, and processes to enhance an organization’s competitiveness and effectiveness. HR organizational development…

A Guide to HR Employee Conflict Resolution Techniques

Workplace conflict is a persistent issue that HR professionals often have to deal with. Effective conflict resolution skills and strategies are crucial for creating a harmonious work environment and promoting positive employee relations. In this comprehensive guide, we will explore various conflict management techniques and provide practical advice for HR professionals seeking to resolve conflicts…

A Guide to Human Resource Management Development Programs

Human resource management development programs play a crucial role in enhancing employee satisfaction, retention, and career advancement. Organizations that invest in these programs can improve recruitment efforts, reduce turnover rates, and increase overall productivity. By pursuing an advanced education, such as an MBA in HR Development, HR professionals can acquire the necessary knowledge and skills…

A guide to HR Career Path Planning

HR professionals play a crucial role in supporting the career development of employees. However, it is equally important for HR professionals to plan their own career paths. Career planning in HR involves considering various factors and opportunities to ensure long-term growth and success. HR career path planning involves mapping out the different options and pathways…

• Book a Speaker

Lorem ipsum dolor sit amet, consectetur adipiscing elit. Vivamus convallis sem tellus, vitae egestas felis vestibule ut.

Error message details.

Reuse Permissions

Request permission to republish or redistribute SHRM content and materials.

12 Case Studies of Companies that Revised How They Compensate Employees

S HRM has partnered with ChiefExecutive.net to bring you relevant articles on key HR topics and strategies.

Higher compensation is part of the ransom for dealing with the pandemic for most American companies and industries. So salaries, wages, benefits and perks will cost them more—perhaps a lot more—in the year ahead.

The way CEOs and CHROs can make sure the Great Raise works to their companies' advantage is to be proactive, creative and equitable about it. Yet they also must weigh strategically the demands of the moment with their long-term compensation strategy.

"This is a time for real balance when it comes to how you deal with retention and attraction," said Paul Knopp, chair and CEO of KPMG US. "We all have to make sure we meet the market when it comes to base compensation, but the market has changed in a way that you also have to look at those benefits that are most attractive to employees for their careers."

While median full-time earnings of $1,001 per week in the third quarter of 2021 were nearly 9% higher than two years earlier, according to the Labor Department, expectations for 2022 remain frothy given the tight market for talent, the free-agent ethos encouraged by remote work, the geographic reshuffling of workers and decades-high inflation. U.S. wages will increase by 3.9 percent in 2022, according to the Conference Board, the highest rate since 2008.

The compensation surge is occurring at the high end, at a low end that's getting higher and everywhere in between. Goldman Sachs, for example, is offering paid leave for pregnancy loss and expanding the amount of time employees can take for bereavement leave while also boosting its retirement-fund matching contributions for U.S. employees to 6% of total compensation, or 8% for those making $125,000 a year or less.

Meanwhile, at Tyson Foods' chicken-processing plant in New Holland, Pa., the company has started offering a three-day workweek, plus pay for a fourth day that retains employees' status as full-time workers. Just for good measure, Tyson has created a $3,000 sign-on bonus for new hires.

"We're in a bidding war for talent that will go on for a long time," said Alan Beaulieu, president of ITR Economics.

For CEOs and CHROs, several new factors demand their attention along with the overall spike in compensation. They include:

• The end of retention. The "idea of a long-term commitment to one employer has been dead for a while, but it's really dead now," said Dave Roberson, CEO of the RoseRyan financial consulting firm. "You must have a stream of people. Assume you're going to be replacing people. So how do you keep the people you have, if you can, but also bring the next group in?"
• High-balling. A deal to recruit someone may not really be a deal these days. "You've made an offer and you think you've got a hire, and then they're asking for $5,000 or $10,000 more," said David Lewis, CEO of OperationsInc, an HR consulting firm. "Now you have to ask yourself what makes more sense strategically: say no and hold the line and lose the candidate and restart the process, not knowing how that will work out? Blow up your compensation structure? Or as a Band-Aid, give that person a sign-on bonus in hopes that the package will get them in the door?"
• Need for equalization. Recruiting with higher compensation also requires boosting pay and benefits for retention. "You need to be mindful of what you're paying others in the organization and understand the detrimental impact it will have when you bring someone in alongside a tenured employee," Lewis said. "Operate on the idea that everyone's salary is basically posted on the pantry door in your office."
• A focus on mental health. The pandemic, anti-contagion measures and the takeover of remote work has left many Americans isolated, confused, lonely—or at least disjointed. And they expect their employers to help them cope and adjust.

"Mental health is a real thing, regardless of how [a previous generation of leaders] feel and what we did," said Jeffrey Immelt, former CEO of General Electric. "Particularly post-Covid, it's something worth your time to try to understand."

Many Fortune 500 companies already offered mental-health benefits, but by now "mental health is just a place setter: You've got to have it in place to be competitive in the market today, across the board," said Richard Chaifetz, founder and CEO of ComPsych, a large provider of employee-assistance programs. "Companies understand the importance of keeping their people functioning at the highest level."

Codility, for example, has begun supplying all employees with 27 days of paid time off per year plus four mental-health days, which don't have to be approved. "We're offering these days in addition to personal-time-off days to recognize and bring to light the importance of mental health," said Natalia Panowicz, CEO of the platform that evaluates the skills of software engineers, with its U.S. hub in San Francisco.

CHRO360.com asked a dozen CEOs, CHROs and other top executives about their compensation strategies and practices for 2022. Here are some of their ideas:

Let Them Name Their Salary

Chris kovalik, ceo, rushdown revolt, a video-game maker in new york city.

We started as 12 part-timers, mostly people who were giving me their moonlight hours. That's not a lot different from now, except now we have 75 people. The magic of what we do is that we don't recruit anybody. We're just a magnet. We let people come to us.

When it comes to compensation, some say they wanted to volunteer, that they weren't expecting compensation. But we never, ever allow people to volunteer their time for us. So we say our company minimum wage is $15 an hour, and if you insist, we can pay you that per hour.

But generally people come to us with an expectation of compensation because they see that we're making money. When compensation came up, we'd say, "I don't know what your skill set is. I've never hired you before. How much do you think you're worth, and how much do you need?"

If every hour we're compensating them for the amount of money they want and need, if someone is part-time and only giving me 10 hours a week, I'd argue that they're giving me their best 10 hours. Because they're getting paid what they want and doing things that they want to be attached to and be part of.

There's no pattern to the compensation requests. If their number is too low, we'll say, "Are you sure? Are you just giving me a low-ball number I'll say yes to?" If it's high, I don't talk them down, but I ask them to justify it, and if the justification isn't adequate, what I say is, "How long do you think you'll need to prove that justification? Two to three weeks? Then let's pay you two-third to three-quarters of what you asked, and if you prove it, we'll go up to whatever you said."

Tailor Package for Youth Appeal

Ronald hall jr., ceo, bridgewater interiors, an auto-seat maker in detroit.

We enjoyed very low turnover pre-Covid, but during the last two years we have had to replace probably one-third of our workforce at our largest facility, about the same number from termination as voluntary. So we've had to work harder than ever to recruit.

Our most-tenured employees, who are the most highly trained, have had to pick up the slack, working record amounts of overtime and less-predictable production schedules.

In our upcoming negotiations with the United Auto Workers, we're trying to emphasize short-term bonuses rather than wage increases that get baked into our costs. But we have continued health insurance through the pandemic as well as our tuition-reimbursement program, and many employees have thanked me for that.

What I am hearing from new employees is that they're not as interested in benefits but rather in higher cash wages. We've long touted benefits like our generous 401(k) matching and better medical coverage versus our peers, but we're finding that doesn't resonate as readily now as it did a decade ago. So I've asked my team: Should we be looking at some kind of hybrid model of offering higher wages to people who want those and move those dollars from the benefits side to the wages side?

We've also looked at providing childcare in a partnering arrangement where there could be a center developed near our facilities, and we would arrange for some sort of company subsidy or guarantee some level of attendance. The challenge with that is the auto industry runs around the clock, and you'd need a daycare provider who'd be committed to opening around the clock and provide legal, regulated, benchmark-standard levels of care to all those children in the off hours.

Equalize as You Acquire

Diane dooley, chro, world insurance, a business and personal insurer in tinton falls, n.j..

We onboarded about 800 employees in 2021 through acquisitions of small agencies and organic growth, but there had been no compensation modeling. Now we're building out our compensation philosophy with commission plans, incentives and bonuses, centralizing components and ensuring we have the right framework.

When we do an acquisition, we might retain their compensation model for a year or two years then slowly migrate, but make sure employees aren't taking a cut in pay. We are also capitalizing commissions into base compensation—identifying what commissions would have been and what they will be, and recognizing roles that are moving away from a commission base.

Some agencies we acquire are smaller and may be below-market for total compensation. Now we're addressing those concerns. They need to be more front and center. We must do everything to retain our employee population. If they're woefully underpaid, or not at market, we risk losing people, and we don't want to do that.

Educating the owners of some of the agencies [we acquire] is a piece of this. As we partner with them, we are evaluating them and asking, "Did you give people an increase this year?" We're not telling them what to do but providing guidance about what to do.

We're also modifying and increasing our benefits, such as giving employees pet insurance. And making counteroffers is a critical piece today, usually for high-end employees. They work better than they used to because not a lot of people really want to make a move in this environment.

Innovate for the New World

Jason medley, chief people officer, codility, a provider of skill-evaluation software in london.

We really have to step back and be innovative and force ourselves to change. The companies that are going to win are going to be more progressive early and not fighting what's happening.

One thing we've done is change our outdated compensation models that give higher pay to employees living in tech hubs like San Francisco and New York and lower compensation for areas inside the coasts. Now, we've created a United States-wide salary band, so no matter where you live, the compensation is based on the role, not the location. You can go live and work wherever you want to.

We decided to approach compensation through a very human lens. People have seasonality in life, and maybe they are caregivers at different moments and want to live in different places. We want to be as flexible as possible, and this country band gives us that flexibility.

We are starting to see the same thing in Europe, where we have our headquarters in London and offices in Berlin and Warsaw, and employees all over, especially in Poland. People are wanting to live in the countryside of Spain but demanding a London salary. So we are transitioning to one European Union band and saying, "Here is your rate—live where you want to."

We are also seeing that with global warming, it's harder to get work done for people on the west coast of the U.S. and in Europe, because they didn't build homes with air conditioning. If you're sitting in a house at 90 degrees with no air conditioning, there's no way your performance is the same as someone with AC. Supplementing air conditioning isn't something we thought about before, but now we're very much having to look at those things.

Stay Ahead of Expectations

Traci tapani, ceo, wyoming machine, a sheet-metal fabricator in stacy, minn..

Our wages have gone up by about 20% for the typical worker. When I found people I could hire, I knew they were being brought in at an hourly rate that was too high for what I was paying my incumbent workers.

My strategy has been to be proactive about that and not wait for [existing] employees to say something about it or give them a reason to look for another job. We're proactively making wage adjustments to make sure our incumbent workers are in line.

Employees will leave for more money, so they're very appreciative of it. But in my shop, I also know that people like working here, and I know they don't want to leave. I don't want to give them a reason. If they can get an increase in pay that's substantial, I know that I can cut them off at the pass. Retaining my workforce is my No. 1 strategy. They're already here, and I'm going to do everything I can to keep them.

For that reason, we've also been more generous as time has gone on with paid time off, offering it sooner than we once would have, especially for new workers. We recognize that it's healthy for people to be away from work and also, in the pandemic, people need to be away from work. Knowing they have some paid time off makes it easier for them.

Leverage Benefits for DE&I

Mark newman, ceo, chemours, a chemical manufacturer in wilmington, del..

In general our company hasn't seen the Great Resignation. And in fact, we continue to believe our focus on being a great place to work is serving us well, along with appropriate benchmarking on compensation issues.

Chemours  is  a great place to work. We survey our employees every year, to improve our working environment from a compensation and benefits perspective. Also, from the [diversity, equity and inclusion] perspective, we're trying to make sure we tap into the full breadth of talent in our industry.

That means, for instance, we are helping people more with college loans. We are offering same-sex [marriage] benefits. We are providing more family leave for people who have kids. There is clearly an aspect of our benefits package that is evolving to be consistent with our strategy of making Chemours a great place to work.

Overall, we view compensation as something where we want to be either in the median or upper quartile. It's something we're very focused on from both a wage as well as benefit level. From Covid, there's been no fundamental change as it relates to us wanting to be in the median to top quartile.

We've had to make some local adjustments where the labor market is more super-charged. For example, we see a lot of that in the Gulf Coast region, especially with oil prices coming back, and petrochemicals and refining. But it's very much a regional factor. So if industries are moving to a certain region, like the South, you have to make sure you stay current with local benchmarks.

Offer Skin in the Game

Cesar herrera, ceo, yuvo health, a healthcare administrator in new york city.

We're a year-old company that provides tech-enabled administrative solutions for community health centers across the U.S. that are specifically focused on providing primary-care services for low-income individuals. We have a team of about 10 people right now, and we have a number of open roles and positions where we're likely going to be tripling the size of our team in 2022.

Google can compensate well above the market rate. We don't have that since we're an early-stage organization. What we do have as levers aren't up-front financial compensation but equity, support in your role and a relatively flat organization where you can have significant autonomy.

A lot of individuals are going to be driven by the mission; that's the case with the entire founding team. We've made sacrifices to create this organization. So you can come in at a meaningful position with a lot of decision-making.

But one of the biggest carrots we can give is, if you accept the lower pay and the risk that comes with an early-stage organization, you can have meaningful equity in the company. We have an options pool which is not to exceed 10% ownership of the organization, and as we grow and scale, we increase that options pool. For senior-level leaders, we do expect to be able to distribute up to 10% of the company to them.

Pay Extra for Continuity

Corey stowell, vice president of human resources, webasto americas, a maker of automotive sunroofs in auburn hills, mich..

We had to recruit for several hundred new openings at a brand-new facility right at the beginning of the pandemic. So we instituted an attendance bonus. For those who worked all their hours in a week, we paid an additional $3 an hour. We really had to keep it short-term, so we paid it weekly. If you wanted to pay it every month, you couldn't do it, because people needed that instant gratification.

Otherwise they could get it on unemployment. With our pay rate, they could earn more to stay at home and collect unemployment, a significant amount more than they could earn than working for us. So we also had to increase our wages, and we increased them by more than 20% in some classifications [in the summer of 2020].

We've filled all of our positions, but it's still a challenging market. We've had to increase all our wages, with the lowest for a position being $17 an hour, on up to $30 an hour.

We also have offered stay bonuses of $500 a month for three consecutive months, up to $1,500. And for hourly employees we've instituted a different attendance policy, where they can earn two hours of paid personal time for so many hours that they work consecutively with no attendance issues.

The key is the schedule—we can prepare and get someone to cover. That's easier to do than just managing whoever's going to come in today. In this environment, that really has changed with our workforce, and it's tough to rely on our current workforce.

Give Them the Keys

Elliott rodgers, chief people officer, project44, a freight-tracking software provider in chicago.

We have equipped and subsidized a van that we call Romeo, which employees can use to combine work with personal uses like family road trips. We cover the cost of the rental. It's a luxury van that comes equipped with a bed, a toilet and shower, Wi-Fi, device charging and a desktop workspace. And it's pet friendly.

We started it as a pilot project and reservations were full within 10 minutes of when we posted it internally. Then we extended it into 2022. By the end of 2021, more than 20 unique team members completed or nearly completed reservations. They've ventured out to places spanning Mount Rushmore and the Badlands; Rocky Mountain National Park; Salem, Mass.; and Pennsylvania. A pretty broad number of places.

It's something we're really proud of. It allows our team members the opportunity to work in a lot of different places while still being connected to us. And they've appreciated the opportunities to stay connected, but also be connected in other ways with nature and other places in the world. They can maintain their perspective while also continuing to contribute to their role in a productive way.

When you place a team member at the center of what they'd want in an experience like that, the value of it answers itself. It creates a comfort level where it provides the necessities for you to be able to continue to work, and you can work from anywhere. It's the best of both worlds. It's one thing to find that on your own but another to have that accessible to you via work, but done in a way that caters to you.

Help Them Come, Go—and Stay

Aamir paul, country president - u.s., schneider electric, a maker of electrical distribution and control products in andover, mass..

With our knowledge workforce, it's been about intentional flexibility. So, for instance, we launched a "returnship" program for women who'd left the workforce but might want to come back even at reduced hours. That means 20, 30, up to 40 hours a week, and we're finding some incredibly talented people who haven't been in the workforce.

This program is available to men as well. If there's a field engineer who's been in the electrical industry for 35 years and he's now retiring, but he's five years from getting his medical benefits, we say: Don't retire. Go on the program. Work 20 hours a week. Work from home. We'll reduce your pay proportionally, but we will couple you with three university hires, and they will call you on Microsoft Teams and show you what's happening on the job site, and you're going to walk them through it. Work just three days a week. We'll cover your benefits.

We've also expanded the parental leave policy, which already was one of the best in the industrial sector. And we created a way for people to buy more time off without having to leave their positions. They apply for more unpaid time off and we allow them to retain their position and seniority and allow them to work through whatever life event it is.

We landed on six weeks for the maximum. In the most intense industries—such as a fighter pilot or a surgeon—they've found that six weeks of being out of the rotation allows them to re-set. So that's what we did. Before, the limit was two weeks.

Give Sway to Local Management

Tom salmon, ceo, berry global, a maker of plastic packaging in evansville, ind..

We've got to be competitive in all the geographies we serve. We have 295 sites around the world and manage our employees in those sites geographically. Every geography will be a different labor environment. There are different criteria that employees are looking for. It's not just about wages but taking everything into consideration.

We let local management handle things with their insight about wages and competition. They're hearing directly from employees about what they like and don't like, what they want more of and less of. It's a site-by-site discussion.

For example, at some sites, it may be important for employees to be able to access the internet at lunch; at other sites, they may not value that as much. Some want a more advanced locker facility, with different shower facilities. That includes the southwestern United States, where the temperatures are warmer; but in New England, some might not want that.

In any event, if you treat these things locally, you're going to be able to affect that local population and address the need of that geography. If you blanket something across our entire plant population, you may provide something that's not desired or needed.

We depend on our local management to respond to the different demands in terms of compensation and benefits at their sites. The better the front-line leadership is, and the more satisfied their team is, the higher our retention rate and productivity and safety performance. So these leaders participate in profit-sharing plans for those respective sites, because they have a great influence on the success of a given facility.

Focus Benefits on Flexibility

Paul knopp, chair and ceo, kpmg us, a financial consulting firm in new york.

We announced a new package of enhancements to our benefits and compensation, tied to mental, physical, social and financial well-being. These increases are the biggest in the history of the company. You have to make sure your base compensation meets the market, but you also must have attractive benefits.

For example, we cut healthcare premiums by 10% for 2022 with no change in benefit levels, and we introduced healthcare advocacy services. We are replacing our current 401(k) match and pension programs with a single, automatic company-funded contribution within the plan that's equal to 6% to 8% of eligible pay.

As part of this, we're focusing on the crucial element of ensuring that employees know you're watching out for them. They also are looking for flexibility—you don't want to under-index on how important that is. So we also are providing up to three weeks additional caregiver leave, separate and apart from PTO. And all parents will receive 12 weeks of paid parental leave, in addition to disability leave for employees who give birth, allowing some up to 22 weeks of paid leave. We also have expanded our holiday calendar to now include Juneteenth.

Dale Buss is a long-time contributor to Chief Executive, Forbes, The Wall Street Journal and other business publications. He lives in Michigan.

This article is adapted from www.ChiefExecutive.net with permission from Chief Executive. C 2022. All rights reserved.

Related Content

A 4-Day Workweek? AI-Fueled Efficiencies Could Make It Happen

The proliferation of artificial intelligence in the workplace, and the ensuing expected increase in productivity and efficiency, could help usher in the four-day workweek, some experts predict.

How One Company Uses Digital Tools to Boost Employee Well-Being

Learn how Marsh McLennan successfully boosts staff well-being with digital tools, improving productivity and work satisfaction for more than 20,000 employees.

Advertisement

Artificial Intelligence in the Workplace

​An organization run by AI is not a futuristic concept. Such technology is already a part of many workplaces and will continue to shape the labor market and HR. Here's how employers and employees can successfully manage generative AI and other AI-powered systems.

HR Daily Newsletter

New, trends and analysis, as well as breaking news alerts, to help HR professionals do their jobs better each business day.

Success title

Success caption

• Question Papers
• Scholarships

HRM Case Studies With Solutions

Let’s study Human Resource Management Case Studies with solutions. HRM Case studies play a vital role in management education especially in subjects like Human Resource Management (HRM), Personnel Management, PAAP and related subjects.

It gives a clear picture of the concepts when you practise them through case studies. Here we have given some live HRM case studies that are short, useful & interesting. This will allow you to think beyond the theoretical part and make you capable to apply the concepts in real-time situations.

Table of Contents

We are also providing solutions which are free of cost. We welcome your feedback about these HRM case studies.

Below are short and simple Case Studies on HRM with Solutions, Questions, and Answers.

HRM Case Study 1

Harsha and Franklin both of them are postgraduates in management under different streams from the same B-School. Both of them are close to each other from the college days itself and the same friendship is continuing in the organization too as they are placed in the same company, Hy-tech technology solutions. Harsha placed in the HR department as employee counsellor and Franklin in the finance department as a key finance executive. As per the grade is concerned both are at the same level but when responsibility is concerned Franklin is holding more responsibility being in core finance.

By nature, Harsha is friendly in nature and ready to help the needy. Franklin is silent in nature ready to help if approached personally and always a bit egoistic in nature. They have successfully completed 4 years in the organization. And management is very much satisfied with both of them as they are equally talented and constant performers.

Harsha felt that now a day’s Franklin is not like as he uses to be in the past. She noticed some behavioural changes with him. During general conversations, she feels that Franklin is taunting her that she is famous among the employees in the organization, on the other hand, he is not even recognized by fellow employees.

One morning Mr. Mehta General Manager Hy-tech technology solutions shocked while going through the mail received from Franklin about his resignation. Mr. Mehta called Harsha immediately and discussed the same as she is close to Franklin. By hearing the news Harsha got stunned and said that she does not know this before she also revealed here current experience with him. Mr. Mehta who does not want to lose both of them promised her that he will handle this and he won’t allow Franklin to resign.

In the afternoon Mr. Metha took Franklin to Canteen to make him comfortable after some general discussion he starts on the issue. Franklin, after some hesitation, opened his thinking in front of Mr. Mehta. The problem of Franklin is

1) when he comes alone to canteen the people from others don’t even recognize him but if he accompanied by Harsha he gets well treated by others.

2) one day Both of them entered the company together the security in the gate wished them but the next day when he came alone the same security did not do so.

3) Even in meetings held in the office, the points raised by Harsha will get more value so many times he keeps silent in the meeting.

It happens to Franklin that he has to face such degradation in each day of work which totally disturbs him. Franklin also questioned that ” Harsha and myself have the same qualification, from the same institute, passed out in the same year both with first class. We have the same number of experiences in this organization. Moreover, the responsibilities with me are more valuable than those of Harsha. After all these things if I am been ignored or unrecognized by the fellow employees my ego does not allow me to continue here”.

By listening to this statement Mr.Metha felt that it is not going to be very difficult to stop his resignation. Mr. Mehta explained Franklin the reasons for such partial behaviour of the employees. After listening to Mr. Mehta Franklin said sorry for his reaction and ready to take back his resignation. And he called Harsha and spoke with like before.

Questions for HRM Case Studies: Case Study 1

Find the reason that Mr. Mehta would have given to Franklin.

Solution for HRM Case Study 1

Mr. Mehta listening to this case understood the situation and realized the reason behind the partial response given by the employees towards Franklin and Harsha. As Franklin said both Harsha and Franklin are passed out from the same college in the same year. Both of them joined the company together both have the same experience. Even in performance-wise, both stands in the same level i.e. both are constant performers and good performers.

Franklin analyzed all the above-said similarities between him and Harsha. He also stated that he holds more responsibility than that of Harsha. One thing Franklin did not notice or analyzed is the job profile of Harsha. It is true that Franklin holds more responsibility than that of Harsha but when it comes to direct interaction with employees Harsha wins the employees’ attention in this aspect. Harsha being a counsellor in HR she faces the employees every day. She developed good rapport among the employees due to her friendly nature. She is always remembered by the employees whenever they face any problem as she gives good counselling and most of the time she suggests the best solutions for such issues.

Franklin though holding a key position in finance his profile does not allow him to interact with the employees. Though he has a helping tendency he does only when someone approached him personally. As the employees of other departments do not have any relation with him they never approach him for help. Mr. Mehta having a good experience understood these things when Franklin explained his problems one by one. Later he relates each situation, explained by Franklin with the above said reasons and made Franklin understood the reality.

Mr. Mehta said that the security in the gate or the employees in the canteen who recognized Harsha and not Franklin would have interacted with her during counselling or approached her for any issues. And as usual, she would have counselled well or solved the issues of them that is the reason why they treat her and wish her whenever where ever they meet her. When it comes to the case of Franklin they would have hardly met him or interacted with him.

When it comes to the point that even in-office meetings Harsha, points are valued so Franklin keeps mum. For this, Mr. Mehta replied that the points put forward by her would be related to employees or from the employees’ point of view which actually the management wants to know so they give value to her points. And as quoted Fraklin after, one or two such incidents keep silent in the meeting. He never made an attempt to raise some suggestions so management does not have any option to listen to that suggestion.

After listening to all the explanations given by Mr. Mehta Franklin realized his mistake and felt proud of the Rapport developed by Harsha among the employees. He said to Mr. Mehta that he will take back his resignation. And rushed to Harsha to make an apology and to meet her as a friend as like his college days.

HRM Case Studies Part 2:

HRM Case Study 2

Watson Public Ltd Company is well known for its welfare activities and employee-oriented schemes in the manufacturing industry for more than ten decades. The company employs more than 800 workers and 150 administrative staff and 80 management-level employees. The Top-level management views all the employees at the same level. This can be clearly understood by seeing the uniform of the company which is the Same for all starting from MD to floor level workers. The company has 2 different cafeterias at different places one near the plant for workers and others near the Administration building. Though the place is different the amenities, infrastructure and the food provided are of the same quality. In short, the company stands by the rule of Employee Equality.

The company has one registered trade union. The relationship between the union and the management is very cordial. The company has not lost a single man day due to strike. The company is not a paymaster in that industry. The compensation policy of that company, when compared to other similar companies, is very less still the employees don’t have many grievances due to the other benefits provided by the company. But the company is facing a countable number of problems in supplying the materials in the recent past days. Problems like quality issues, mismatch in packing materials (placing material A in the box of material B) incorrect labelling of material, not dispatching the material on time, etc…

The management views the case as there are loopholes in the system of various departments and hand over the responsibility to the HR department to solve the issue. When the HR manager goes through the issues he realized that the issues are not relating to the system but it relates to the employees. When investigated he come to know that the reason behind the casual approach by employees in work is

• The company hired new employees for a higher-level post without considering the potential internal candidates.
• The newly hired employees are placed with higher packages than that of existing employees in the same cadre.
• Narrate the case with a suitable title for the case. Justify your title.

Solution for HRM Case Case Study 2

Employee Equality is not the need for every hour. In the above-said case, Watson Ltd had provided all facilities to employees at each grade in an equal manner. But still, the employees started creating certain issues like materials are meeting the quality supply schedule is not met etc. And the HR manager said that the policy of hiring new employees for the higher post without considering old potential employees is the major problem.

“Employee recognition VS Employee equality ”. As the HR manager states that employees are not been recognized for the potential rather the company has gone for new recruitment. Because of which the company faces problems.

• The points rose by the HR manager as the reason for the latest issues in the organization is justifiable or not. Support your answer with Human resource related concepts.

Yes, the points raised by the HR manager is justifiable because “Human beings are social Animals as popularly” said by many Human resources Scholars. So human minds demand social recognition, self-respect, consideration, etc for their work and performance.

In the above-said case, even the company provides and stands by the concept of employee equality when it fails to recognize the potential talents of existing employee they felt dissatisfaction towards the organization and they showed in the way of quality issues and slow down production.

Related HR concept.

Slow down Production:

The concept of slow down production is a type of employee’s strike. The Industrial Relations sates that when the employee wants to show their dissatisfaction to the management but don’t want to go for strike they follow slow down strike. The impact of which will be understood after a particular time period.

Employee Recognition:

Human beings can be easily motivated by Rewards and recognition than that of money. In this case, also the employee is not satisfied even after all facilities just because of the reason that they are not recognized.

Hawthrone Experiment:

In the four types of test conducted by Elton Mayo, the remarkable hike in production is recognized in the stage when they consulted the employees for the management decisions regarding them. The same thing was missing in Watson Ltd. Before the new hires if the management consulted the employees both management and employees would have avoided this issue

Hygiene Factor:

The theory of hygiene factors states that there are certain factors related to employees the presence of which will not create a major impact but the absence of such things will lead to a de motivation to the employees. Employee Recognition is one such factor when the management fails to do so it will Detroit the employees to a great extent.

• Help the organization to come out from this critical issue. If you are in the role of HR manager what will be your immediate step to solve this case.

If I was in the post of the HR manager I will try to discuss the issue and ask for the reason from the management for new recruiting rather than considering available potential talents. I will personally analyse the reasons provided by management and if acceptable I will discuss the same with the employees. Everything is possible with a discussion. So I will discuss and convince the employee that this won’t happen again in the organization. I will also initiate the collective bargaining process for reasonable salary hike for the existing employees.

How to Download PDF of HRM Case Studies

You can copy and use this text for personal use.

This is all about HRM Case Studies with solutions. You can contact us for the PDF or PPT format.

You’ll also like Top 25 Human Resource Management MCQ With Answers (Updated)

Share with friends

Breadcrumbs Section. Click here to navigate to respective pages.

The Global Human Resource Management Casebook

DOI link for The Global Human Resource Management Casebook

Get Citation

The third edition of The Global Human Resource Management Casebook provides a wide range of international teaching cases exploring contemporary human resource management (HRM) challenges. Each case focuses primarily on one country and illustrates a critical HRM issue confronting managers and HRM practitioners. This real-world application provides students of HRM with a unique opportunity to examine how key HRM theories and ideas translate into practice.

The case studies emphasize the national and cultural contexts of HRM, providing readers with a global understanding of HRM practices like recruitment, reward systems, diversity, and inclusion, as well as recent developments including the impact of the COVID-19 pandemic, remote working, sustainability, and digital transformation. In this edition, the editors and authors have made significant updates to reflect recent developments in the field and cover a broader range of countries. The authors also delve into new industries including consulting, energy, healthcare, IT, and education. With 31 international cases followed by further reading and learning resources, this extensive collection is an invaluable resource for any student seeking to explore contemporary HRM on a global basis.

Human Resource Management in Context

A Case Study Approach

• © 2002
• Latest edition
• Helen Newell 0 ,
• Harry Scarbrough 1

Warwick Business School, University of Warwick, UK

You can also search for this author in PubMed   Google Scholar

Leicester University Management Centre, UK

• Casestudy approach bringing HRM alive for students and demonstrating direct relevance to real business life Thematic rather than techniquesoriented approach taking students beyond simply learning best practice and techniques Makes students aware of the wider context of HRM helping students to evaluate and critique HR techniques and best practice

373 Accesses

10 Citations

This is a preview of subscription content, log in via an institution to check access.

Access this book

Other ways to access.

Licence this eBook for your library

Institutional subscriptions

Table of contents (12 chapters)

Front matter, introduction.

• Helen Newell, Harry Scarbrough

Understanding Human Resource Management

Alcan: managing change.

• Paul Edwards, Martyn Wright

Buildsoc: Does Teamworking Mean Team Pay?

• Keith Sisson

Accountco: Small is Beautiful?

Helen Newell

Multico: New Technology and the Salesforce

• Helen Newell, Caroline Lloyd

London Borough: A Partnership Agreement?

Bankco: managerial and organisational learning.

• Elena Antonacopoulou

Pharmaco: Organisational Restructuring and Job Insecurity

Telco: managing a diverse workforce, engineering products: internationalising production.

• Tony Edwards

Conclusions: Developing the New Agenda for HRM

Back matter.

• human resource management
• organization

About this book

Authors and affiliations.

Harry Scarbrough

About the authors

Bibliographic information.

Book Title : Human Resource Management in Context

Book Subtitle : A Case Study Approach

Authors : Helen Newell, Harry Scarbrough

DOI : https://doi.org/10.1007/978-1-349-91364-0

Publisher : Red Globe Press London

eBook Packages : Palgrave History Collection , History (R0)

Copyright Information : The Editor(s) (if applicable) and The Author(s) 2002

Edition Number : 1

Number of Pages : 272

Additional Information : Previously published under the imprint Palgrave

Topics : Human Resource Management

• Publish with us

Policies and ethics

• Find a journal
• Track your research

• Harvard Business School →
• Faculty & Research →
• October 2005 (Revised October 2006)
• HBS Case Collection

Infosys (A): Strategic Human Resource Management

• Format: Print
• | Pages: 11

About The Author

Thomas J. DeLong

More from the authors.

• January 2024 (Revised June 2024)
• Faculty Research

Equal Justice Initiative: Mercy, Truth and Dignity

Schuberg philis: from success to significance (b), schuberg philis: from success to significance.

• Equal Justice Initiative: Mercy, Truth and Dignity  By: V. Kasturi Rangan, Gerald Chertavian, Thomas J. DeLong and Brittany Logan
• Schuberg Philis: From Success to Significance (B)  By: Thomas J. DeLong and Daniela Beyersdorfer
• Schuberg Philis: From Success to Significance  By: Thomas J. DeLong and Daniela Beyersdorfer

2nd Edition

The Global Human Resource Management Casebook

• Taylor & Francis eBooks (Institutional Purchase) Opens in new tab or window

Description

This casebook is a collection of international teaching cases focusing on contemporary human resource management issues. Each case centers primarily on one country and illustrates a significant challenge faced by managers and HR practitioners, helping students to understand how the issues they learn about in class play out in the real world. The cases emphasize the national and cultural contexts of HR management, providing readers with a global understanding of employee motivation, reward systems, recruitment and selection, career development, and more. In this edition, the editors and authors have made significant updates to reflect recent developments in the field and cover a broader range of countries in Eastern Europe and Africa. The authors also delve into new industries like food service, clothing manufacturing, and transportation as well as IT and academia. Recommendations for further reading and relevant videos provide readers with practical insights into the modern HRM field. With more than 30 cases followed by questions and tasks to encourage reflection, this is a valuable companion for any student of human resource management.

Table of Contents

Liza Castro Christiansen isan Associate Professor at Business Academy Aarhus, University of Applied Sciences, Denmark, and a Visiting Academic Fellow of the Doctoral Program at Henley Business School, UK. Michal Biron 　is a Senior Lecturer and Head of the MBA Program and the MBA Program for Not-for-Profit Organizations at the University of Haifa, Israel, and an affiliate of the HR Studies Department at Tilburg University, the Netherlands. Elaine Farndale is an Associate Professor of Human Resource Management at The Pennsylvania State University, USA, and is affiliated with the HR Studies Department at Tilburg University, the Netherlands. Bård Kuvaas is a Professor of Organizational Psychology and Associate Dean of the Doctoral Program at BI Norwegian School of Management, Norway.

Critics' Reviews

"The Global Human Resource Management Casebook is an excellent source of real-life case studies from organizations around the world, which will undoubtedly help students, scholars, and practitioners alike to better understand regional and national intricacies of managing human resources in the global context. Both the scope and the breadth of cases included, as well as their outstanding contributors, will ensure continued success of the book." Vlad Vaiman , California Lutheran University, USA "The casebook's first edition has been an invaluable resource for teaching and learning and this second edition is even more impressive. The wide-ranging global perspectives present real insight into the HR challenges organizations face around the world and emphasize unique context-driven issues in particular countries as well as more universal concerns that matter regardless of location. A notable array of international scholars, case questions, and teaching notes makes this an indispensable resource on global HR management." David G. Allen , Rutgers University, USA

About VitalSource eBooks

VitalSource is a leading provider of eBooks.

• Access your materials anywhere, at anytime.
• Customer preferences like text size, font type, page color and more.
• Take annotations in line as you read.

Multiple eBook Copies

This eBook is already in your shopping cart. If you would like to replace it with a different purchasing option please remove the current eBook option from your cart.

Book Preview

The country you have selected will result in the following:

• Product pricing will be adjusted to match the corresponding currency.
• The title Perception will be removed from your cart because it is not available in this region.

JavaScript seems to be disabled in your browser. You must have JavaScript enabled in your browser to utilize the functionality of this website.

• My Wishlist
• Customer Login / Registration

FB Twitter linked in Youtube G+

• ORGANIZATIONAL BEHAVIOR
• MARKETING MANAGEMENT
• STATISTICS FOR MANAGEMENT

HUMAN RESOURCE MANAGEMENT

• STRATEGIC MANAGEMENT
• OPERATIONS MANAGEMENT
• MANAGERIAL ECONOMICS
• FINANCIAL MANAGEMENT
• CONSUMER BEHAVIOR
• BRAND MANAGEMENT
• MARKETING RESEARCH
• SUPPLY CHAIN MANAGEMENT
• ENTREPRENEURSHIP & STARTUPS
• CORPORATE SOCIAL RESPONSIBILITY
• INFORMATION TECHNOLOGY
• BANKING & FINANCIAL SERVICES
• CUSTOMER RELATIONSHIP MANAGEMENT
• ADVERTISING
• BUSINESS ANALYTICS
• BUSINESS ETHICS
• DIGITAL MARKETING
• HEALTHCARE MANAGEMENT
• SALES AND DISTRIBUTION MANAGEMENT
• FAMILY BUSINESS
• MEDIA AND ENTERTAINMENT
• CORPORATE CASES
• Case Debate
• Course Case Maps
• Sample Case Studies
• IIM KOZHIKODE
• VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR
• GSMC - IIM RAIPUR
• IMT GHAZIABAD
• INSTITUTE OF PUBLIC ENTERPRISE
• IBM Corp. & SAP SE
• Classroom Classics
• Free Products
• Case Workshops
• Home       
• Case Categories       

Irikkal Samaram: Kerala Textile Shop Women Workers’ Struggle for their Right to Sit

How to reduce work-related stress, succession planning at alibaba: leading with legacy, why employee bonding matters, is working from home a boon or a bane, why india lags in happiness index rankings, why should companies promote gender diversity, to get more women on board, companies turn to male staff, training and development in a bank with special emphasis on mentoring, case lens on respect for processes in the backdrop of hollywood movie, executive decision*.

Case Lens on Values in the Backdrop of Hollywood Movie, Firewall*

CASE LENS ON INITIATIVE IN THE BACKDROP OF HOLLYWOOD MOVIE, THE LADY*

The Case of Kitler Electric Firm: Are Organizations Keeping their Promise of Employee Engagement?*

Strategic hiring - a case of emirates airlines’ cabin crew recruitment*, skills gap analysis: a case of faridabad industries in india*.

• last 6 months (0)
• last 12 months (0)
• last 24 months (0)
• older than 24 months (82)
• HUMAN RESOURCE MANAGEMENT (82)
• Automobiles (2)
• Education (1)
• Pharmaceutical Retail (1)
• Textile (1)
• Training and Development (1)
• CASE BOARD (1)
• CASE DEBATE (5)
• CASE FLYER (17)
• CASE LENS (7)
• CASE SPOT (1)
• CASE STUDY (31)
• CASE VIEW (1)
• CASELET (19)

Information

• Collaborations
• Privacy Policy
• Terms & Conditions
• Case Format
• Pricing and Discount
• Subscription Model
• Case Writing Workshop
• Case Submission
• Reprint Permissions

CUSTOMER SERVICE

Phone: +91 9626264881

Email:  [email protected]

ET CASES develops customized case studies for corporate organizations / government and non-government institutions. Once the query  is generated, one of ET CASES’ Case Research Managers will undertake primary/secondary research and develop the case study. Please send an e-mail to [email protected] to place a query or get in touch with us.

Don’t miss out!

Be the first to hear about new cases, special promotions and more – just pop your email in the box below.

Academia.edu no longer supports Internet Explorer.

To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to  upgrade your browser .

Enter the email address you signed up with and we'll email you a reset link.

• We're Hiring!
• Help Center

CASE STUDY ON HUMAN RESOURCE MANAGEMENT

Related Papers

Society and Business Review

Wolfgang Guttel

Journal of Managerial Psychology

Helena Cooper-Thomas

Western Journal of Communication

Patricia Sias

Blake Ashforth

Although socialization is explicitly about preparing newcomers for the future, time plays only a backstage role in most models and studies. To help move time to the front stage, six issues are discussed. First, the distinction between clock time and event time suggests that learning and adjustment are "Iumpy" in that they are often prompted by a series of events. Second, the rate of learning and adjustment are strongly influenced by temporally oriented individual differences, the difficulty of transitioning from one's former role to one's current role, and various features of the work context. Third, the rate is also strongly influenced by socialization processes enacted by the organization (socialization tactics) and newcomers (proactivity). Fourth, time lags, the duration of effects, the relative stability of learning and adjustment, and evolving newcomer needs are considered. Fifth, the increasing need for "swift socialization" is recognized, along with how organizations are addressing this need. Finally, prescriptions are offered for when and how often to measure socialization dynamics.

Camille Endacott

Membership negotiation is the communicative process by which individuals transform from nonmembers to organizational members. This investigation extends the membership negotiation model proposed by Scott and Myers by incorporating previous work experience as a medium of membership negotiation and others' perceptions of the value of that experience. The proposed extended model also identifies how membership negotiation has broad effects by maintaining and transforming structures, and extending outcomes beyond individual roles to work group, organizational, and societal implications. We offer implications and future directions for investigations into membership negotiation, socialization of employees with previous work experience, and organizational structure.

Human Performance

Craig Russell

DR.C.KARTHIKEYAN DR.C.KARTHIKEYAN

This book prepares students of management who specializes in HRM, or HR related subjects, HR practitioners, Researchers in HR, and includes the dynamic concepts of newer HR paradigms happening across the world, and also caters to the syllabus for BBA and MBA of all the leading Indian Universitities specifically to Anna University, Bharathiar University, Kerala University, Calicut University, and other Indian Universities This concepts in this book will prepare all HR professionals who are evolving into a higher level professionals who can use this book for their challenging and rewarding career. The readers can apply these concepts in their day to day HR functions to have effective practical advancements in their career. Who will benefit from this Book All students and practitioners of HR management and practioners of HR at various levels in any kind of organization will benefit form learning to manage Human Resources. This includes all the students, faculties in colleges and universities, and those who already have HRM and want to become more effective and other professionals who want an improved understanding of managing human resource. This book also fits to the non-business organization like the nongovernment organizations (NGOs), Government Organisations, Health Care Administrative HR Professionals, and non-profit enterprises. The HR functions though occasionally are dynamic as well intriguing, the basics remain the same related the Human nature. The dynamics of HR are now more glocalised in nature as the culture and work practices are almost multicultural and multinational in nature, and hence updating of newer and practically evolving HR practices are required for the HR managers, and this Advances in HRM will definitely fit in. The dynamism in the newer paradigms will soon become the secondary skill for the practicing as well as budding HR practioners.

D. Bargal , Debbie Haski-Leventhal

In the last two decades knowledge on volunteering has significantly expanded, but a thorough understanding of the organizational socialization of volunteers is still lacking: the process through which one learns the job, internalizes organizational values and goals, and becomes an effective and involved volunteer. By performing an ethnographic study with Israeli volunteers working for at-risk youth, the organizational process was portrayed. The Volunteering Stages and Transitions Model (VSTM) presented in this article indicates five different phases in volunteers’ socialization (nominee, newcomer, emotional involvement, established volunteering and retiring). The importance of the model lies in the way it explains transitions between the phases and details the process, experiences, and emotions involved in each phase. The transformation is reflected in different aspects related to volunteer work: activity and training; emotions and perceptions; attitudes and behavior; perceived benefits and costs; and relationships with the organization, peers and recipients.

Human Relations

Debbie Haski-Leventhal , D. Bargal

Wendelin Kuepers

Atmosphere, Climate, Culture and Relationship as mutual nexus Organizations are life-worlds, in which the prevailing atmosphere and climate sways and affects the members and their relationship to each other living in it. This organizational atmosphere and climate has also a reciprocally influencing relationship with the culture of an organization, which in turn also impacts the peer-relation at work. To make a case for the significance of this mutual nexus to the quality relationships within the organizational milieu, it is helpful to contrast between different questions and scenarios. How would working in a ‘silence climate’ (Milliken et al. 2003), where employees choose to ‘‘withhold their opinions and concerns about organisational problems’’ (Morrison and Milliken 2000), compare with a climate of honesty where all are ready to hear and face the ‘‘truth’’ (Collins 2001)? How would a climate of stability, safety and trust compare with one of uncertainty, insecurity, and distrust? What is the difference between climates of optimism and hope in contrast to those of pessimism and gloom? Can climates of stress and cynicism be transformed into climates of effective energy and humor or irony? How does a climate for diversity affect organisational and work related attitudes and perceptions? (Hicks-Clark and Iles 2000) and, how would work in climates of motivation (Pareek 1989) compare to that in climates of demotivation (Wunderer and Kuepers 2003)? At the macro level, why do constant change initiatives trigger some organizations to thrive, while others are failing and, what makes an ambiance for encouraging or stifling innovation and development? In which way do constrains - due to resources, functional or structural limitations within the workplace environment – influence the quality of a climate and thereby the relationships in the organization. For example how do radical cost-cutting practices, social transformations and increasing job insecurity affect relationships between employees at workplaces? What difference do various styles of leadership make for the organiational climate and subsequently to the relationship among employees?Questions such as these illustrate the significance of climate on the nature of interactions and relationships between peers in organizations. These peer- or workplace relationships involve a range of interconnected psychological, organizational, and sociological factors, which serve to influence interactions between peers. Both positive and negative forms of relationships come under scrutiny. For example, some employees are happy to share their information and knowledge, show engaged commitment or citizenship behaviour favourable to others, while others engage in micro-political games, mobbing, bullying, or other forms of incivility. As to which of the above attitudes and behaviours are exhibited may be due to the effects of individual personalities. On the other hand, we can also assume that individuals are influenced by externalised, organisational forces, perhaps charactised in terms of structure or function that affect attitudes and behaviours. An organisational climate creates and helps to set a certain tone and atmosphere of an organization and can work to facilitate or impair work relationships. Thus, the climate of an organization is one of the key influencing forces, which co-constitute and affects individual employees' perceptions, feelings, thinking and acting’s as well as the (social) relationship towards each other and visa versa. Being interested in this relational nexus, the following focuses on the influencing dynamics and interplay between a climate (as characteristic internal work environment) of an organization and the quality of peer work relationship. For investigating this interrelations, this chapter will be organized in the following way. First basic ideas for understanding climate of organizations in terms of objective, (inter-)subjective and more integral approaches are briefly introduced. Then the relationship between climate and dyads at work are present specified. Afterwards the emotional and ethical climates are outlined as examples of influential atmospheres of peer work relationships. Finally some practical implications and by concluding some open perspectives discussed.

Loading Preview

Sorry, preview is currently unavailable. You can download the paper by clicking the button above.

RELATED PAPERS

International Journal of Cross Cultural Management

Sebastian Reiche

Journal of Vocational Behavior

Alan Saks , Blake Ashforth

International Journal of Project Organisation and Management

Andrew Price

Personnel Review

Journal of Applied Psychology

Stephanie Payne

Bazla Hanif

Journal of Management Studies

Margarethe Wiersema

Journal of Business Communication

Jennifer Waldeck

Valeria Kovalenko

Boomkwekerij Ebben

11th ACRL Conference, Charlo …

William Welburn

PsycEXTRA Dataset

Richard Moreland

IASET US , Saranya Panthayil

International Journal of Selection and Assessment

Arnold Bakker , Simon Albrecht , Jamie Gruman

International journal of intercultural relations

Timothy Kiessling

Journal of International Management

Tatiana Kostova

Friderike Butler

Qualitative Market Research: An International Journal

Todd Donavan

Journal of Nursing Education and Practice

Adalgisa Battistelli

Valeska Korff

Human Resource Management

Thomas Lange

Journal of Occupational and Organizational Psychology

Soo Min Toh

manizheha kamvar

… The Call of Public Service

Laurie Paarlberg , annie Hondeghem

Pablo I Escribano

Gaelle Duthler

Andrew Herrmann

Andrew Begel

Aron Blesch

•   We're Hiring!
•   Help Center
• Find new research papers in:
• Health Sciences
• Earth Sciences
• Cognitive Science
• Mathematics
• Computer Science
• Academia ©2024

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

Human resource management

• Business management
• Business communication
• Collaboration and teams
• Corporate communications
• Corporate governance

How to Overcome Return-to-Office Resistance

• James R Bailey
• Scheherazade Rehman
• February 14, 2022

How to Pay Your Sales Force

• John P. Steinbrink
• From the July 1978 Issue

The Future Is Uncertain. Here's How to Ensure Your Team Can Adapt.

• Keith Ferrazzi
• March 29, 2022

It's Time to Rethink Corporate Bereavement Policies

• Mita Mallick
• October 05, 2020

Is VR the Future of Corporate Training?

• Jeremy Bailenson
• September 18, 2020

4 Lessons for Building Diverse Teams

• Naomi Wheeless
• May 17, 2021

How to Fight Managerial Incompetence

• John Baldoni
• April 03, 2008

Why Companies Can - and Should - Recommit to DEI in the Wake of the SCOTUS Decision

• Ella F Washington
• July 27, 2023

The Business Case for Providing Health Insurance to Low-Income Employees

• Jon M. Jachimowicz
• April 25, 2017

You Can Teach Someone to Be More Creative

• Tomas Chamorro-Premuzic PhD.
• February 23, 2015

Getting Your Team to Buy into a Big Change

• Namrata Malhotra
• Charlene Zietsma
• December 16, 2020

The Post-Pandemic Rules of Talent Management

• Becky Frankiewicz
• October 13, 2020

Are Employer-Sponsored Health Plans on Their Way Out?

• Leif O'Leary
• May 19, 2021

How IBM Is Changing Its HR Game

• Cathy N. Davidson
• August 18, 2011

Why Talented People Don't Use Their Strengths

• Whitney Johnson
• May 08, 2018

Life’s Work: An Interview with Greg Louganis

• Alison Beard
• From the July–August 2016 Issue

Compensation and Benefits for Startup Companies

• Joseph S. Tibbetts, Jr.
• Edmund T. Donovan
• From the January–February 1989 Issue

CEOs with Headsets

• Andrew Zimbalist
• From the September 2010 Issue

4 Ways to Manage an Emotionally Needy Employee

• Ron Carucci
• September 27, 2019

Why Government Workers Are Harder to Motivate

• Robert Lavigna
• November 28, 2014

Wingspan: Infosys Digital Learning Platform Takes Off in the Age of Disruption

• Adam Tatarynowicz
• Wee-Kiat Lim
• February 08, 2023

The Coronavirus (COVID-19) Pandemic and the Global Economy (A)

• Alberto F. Cavallo
• Christian Godwin
• May 12, 2020

You at Work: Dealing with Setbacks

• Harvard Business Review
• December 09, 2016

Sonia Millar: Negotiating for the C-Suite

• Joshua D. Margolis
• Anne Donnellon
• September 10, 2019

FrogPubs (A)

• Randel Carlock
• Elizabeth Florent Treacy
• Laurence Amand-Jules
• October 01, 2001

Development and Promotion at North Atlantic Hospital

• Boris Groysberg
• Lisa Leffert
• Kerry Herman
• Libby Williams
• January 24, 2011

The Harvard Business Review Manager's Handbook Toolkit + Hardcover

• January 03, 2017

Levi Strauss & Co. (B)

• Mark Leslie
• August 12, 2009

The Necessary Journey: Making Real Progress on Equity and Inclusion

• November 08, 2022

Bain & Co., Inc.: Making Partner

• Ashish Nanda
• Perry L. Fagan
• February 02, 1999

WABTY.com - Salary Negotiation Case (B): Confidential Instructions for May Hirewell

• Horacio Falcao
• Heather Grover
• May 27, 2016

Recipe for Success: Growth and Evolution at Café Cupcake

• Anthony J. Mayo
• Heather Beckham
• November 06, 2018

Negotiating Star Compensation at the USAWBL (A-1): Confidential Instructions for Jesse J

• James K. Sebenius
• Ian I. Larkin
• Guhan Subramanian
• January 05, 2006

Benjamin Millepied at the Paris Opera Ballet

• Gianpiero Petriglieri
• Kaisa Snellman
• Isabelle Solal
• July 26, 2019

Nice Ventures

• Jocelyn Hornblower
• October 15, 2009

Specialty Medical Chemicals

• Richard G. Hamermesh
• Lucinda Doran
• December 18, 1998

Show Me the Money (A)

• Clayton Rose
• July 10, 2012

Sandcore Instruments (A)

• Elizabeth M.A. Grasby
• Renee Zatzman
• May 28, 2010

Darden Restaurants: The Nine Square Feet

• James Barnett
• December 16, 2021

"Captains of Lives" (B): The Transformation Journey of the Singapore Prison Service

• Thomas Hellwig
• Manfred F.R. Kets de Vries
• January 25, 2011

What's the Point of Saving for Retirement in Your 20s?

• Andy Robinson
• September 15, 2020

Popular Topics

Partner center.

JavaScript seems to be disabled in your browser. For the best experience on our site, be sure to turn on Javascript in your browser.

Case Studies in Work, Employment and Human Resource Management

Request print desk copy (title has been adopted for course use)

Request an electronic examination copy

Copyright & permissions

Recommend to librarian

Your Details

Privacy Policy

Librarian Details

Download leaflet

• Paperback Availability: In Stock List £30.95 Member £24.76
• Hardback Availability: In Stock List £131.00 Member £117.90

eBook options

Available for individuals to buy from these websites

The specialist eTextbook vendors listed also offer purchase options for institutions wishing to provide course books for their students.

Join our mailing list, business and management, latest publications.

Research Handbook on Inequalities in Later Life

Catherine Earl, Philip Taylor

Member price

A Research Agenda for Work and Employment

Stephen Procter

Work, Employment and Flexibility

Peter Holland, Chris Brewster, Nadia K. Kougiannou

Making and Breaking Gender Inequalities in Work

Mia Rönnmar, Susan Hayter

• DOI: 10.1108/hrmid-06-2022-0093
• Corpus ID: 250470522

Green HRM and higher education: study of Palestinian workers shows impact of green HRM on employees’ commitment to be greener

• Published in Human Resource Management… 13 July 2022
• Environmental Science, Business, Education

One Reference

The effect of green hrm on employee green behaviors in higher education: the mediating mechanism of green work engagement, related papers.

Showing 1 through 3 of 0 Related Papers

• All Products
• Human Capital Management

Human capital management

Adopt the latest in HR innovation with SAP SuccessFactors HCM

Everything about work is changing. Stay one step ahead with our market-leading, AI-enabled suite that gives you everything you need to create exceptional employee experiences, make smarter people decisions, and connect HR across all areas of your business.

Powerful cloud HR software used by more than 10,000 organizations of all sizes across all industries around the world.

Experiences designed for how people work

Understand your people by listening to their needs and take the right actions to improve the employee experience.

Talent intelligence to fuel mobility at scale

Align talent with opportunities that reflect each individual’s whole self, not just the individual's skills.

Automated compliance for peace of mind

Adapt to ever-changing regulations with access to core HR solutions localized for more than 100 countries.

Fast-track your HR journey to the cloud

Hear how SAP and our global network of partners can support you on your journey.

Register for our live webinar

See how customers are succeeding with HCM solutions from SAP

Enabling a future-ready workforce with ai.

Learn how FC Bayern uses AI to elevate employee experiences and accelerate recruiting with AI-generated job descriptions.

Building a skills-based organization

Hear how Delta Air Lines is working to create personalized talent experiences with the AI-driven talent intelligence hub. 

Attracting new talent and creating satisfied employees

Find out how dm digitalizes recruiting processes and centralizes employee data management by moving it to the cloud.

Achieving consistent people data across the business

See how Brussels Airport is improving the employee experience by managing HR and finance data on one integrated platform.

• View all customer stories

Spotlight on AI in HR

Sap business ai for human resources.

See how AI can help you improve the employee experience and guide every people decision – from talent recruitment and internal mobility to learning and performance management.

View our HCM innovations

Ai-assisted applicant screening helps recruiters find the right candidate.

Improve time to hire by extracting and inferring applicant skills from resumes and matching them with the skills on a job requisition. 

New spotlight view for the people profile highlights skills, interests, and more

Empower employees to represent their personal brand by showcasing personal and org information sourced from across SAP SuccessFactors solutions. 

Time sheet integrates with the latest version of My Timesheet in SAP S/4HANA

Make it easy for employees to record time for payroll, as well as against activities and cost objects, with a connected time sheet experience.  

• Learn more about recent and planned innovations

Featured resources

Is ai right for your hr organization.

Learn how to use AI in HR effectively and ethically while producing the best possible outcomes for your organization.

1H 2024 Release Highlights for Business AI

See the exciting AI and Joule innovations now available in SAP SuccessFactors HCM. 

Explore the 2024 HR trends

Learn about nine trends shaping the future of work – and how your organization can stay ahead of the curve.

Build a dynamic organization 

Learn how a skills-based talent strategy can help shape tomorrow’s workforce.  

What are experts saying about our HCM solutions?

Sap is named a leader for cloud hcm suites.

Find out why Gartner® named SAP as a Leader in its 2023 Magic Quadrant™ report for cloud HCM suites.

SAP is named a Strategic Leader in Fosway 9-Grid Cloud HR report

See why Fosway Group placed SAP as a Strategic Leader across cloud HR and payroll, talent and learning management, employee experience, and people analytics.

Best practices for achieving HCM excellence today and tomorrow

Explore the challenges and opportunities of HCM software, an overview of SAP SuccessFactors solutions, and six key lessons from HCM transformations.

Frequently asked questions

What is sap successfactors hcm.

SAP SuccessFactors HCM  is a suite of cloud-based HCM software applications that supports core HR and payroll, talent management, HR analytics and workforce planning, and employee experience management. The suite provides individualized experiences that keep employees happy, productive, and engaged. Launched in 2001 and part of the SAP family since 2012, SAP SuccessFactors solutions are used by more than 290 million users in more than 200 countries and territories around the world.

What is SAP HR?

SAP HR  was a key module in the  SAP ERP application  that provided comprehensive support for HCM. Now, SAP HR has evolved into  SAP SuccessFactors HCM  – a cloud-based suite of HR solutions that put employees first. These solutions include a powerful HR information system as well as tools for employee experience management, onboarding, learning, performance management, succession and development, people analytics, and much more.

What are the components of SAP SuccessFactors HCM?

SAP SuccessFactors HCM includes  cloud HCM solutions in four key areas :

• Employee experience management  – including a wide range of employee surveys, feedback analysis, and guided action
• Core HR and payroll  – including a powerful HR information system, payroll software, self-service HR, time and attendance, and more
• Talent management  – including solutions for recruiting, onboarding, learning, performance management, compensation, and more
• HR analytics and workforce planning  – including AI-powered people analytics, scenario modeling, what-if analysis, and strategic workforce planning

Where can I find training courses for SAP SuccessFactors solutions?

There are a wide range of  training and certification options on SAP SuccessFactors  solutions for SAP partners and customers to explore.  SAP Learning Hub  provides customer- and consultant-level courses in e-learning and digital handbook formats, including learning rooms, live sessions, and hands-on learning workshops. Courses on SAP Learning Hub range from payroll, compensation, and performance to people analytics, HR reporting, and much more. For implementation and application consultants, academy training courses for SAP SuccessFactors solutions teach the skills necessary to perform system configuration and implementation. They also offer prerequisite training for the associated certification exam.

Why download the SAP SuccessFactors Mobile app?

Get a world of experiences in the palm of your hand with the SAP SuccessFactors Mobile app.Included in every SAP solution subscription, your people can empower themselves and each otherwith intuitive self-services and collaboration anytime, anywhere.

Download the app for iOS

Download the app for Android

• Browse All Articles
• Newsletter Sign-Up

Marketing →

• 07 May 2024
• Cold Call Podcast

Lessons in Business Innovation from Legendary Restaurant elBulli

Ferran Adrià, chef at legendary Barcelona-based restaurant elBulli, was facing two related decisions. First, he and his team must continue to develop new and different dishes for elBulli to guarantee a continuous stream of innovation, the cornerstone of the restaurant's success. But they also need to focus on growing the restaurant’s business. Can the team balance both objectives? Professor Michael I. Norton discusses the connections between creativity, emotions, rituals, and innovation – and how they can be applied to other domains – in the case, “elBulli: The Taste of Innovation,” and his new book, The Ritual Effect.

• 29 Feb 2024

Beyond Goals: David Beckham's Playbook for Mobilizing Star Talent

Reach soccer's pinnacle. Become a global brand. Buy a team. Sign Lionel Messi. David Beckham makes success look as easy as his epic free kicks. But leveraging world-class talent takes discipline and deft decision-making, as case studies by Anita Elberse reveal. What could other businesses learn from his ascent?

• 17 Jan 2024

Psychological Pricing Tactics to Fight the Inflation Blues

Inflation has slowed from the epic rates of 2021 and 2022, but many consumers still feel pinched. What will it take to encourage them to spend? Thoughtful pricing strategies that empower customers as they make purchasing decisions, says research by Elie Ofek.

• 05 Dec 2023

What Founders Get Wrong about Sales and Marketing

Which sales candidate is a startup’s ideal first hire? What marketing channels are best to invest in? How aggressively should an executive team align sales with customer success? Senior Lecturer Mark Roberge discusses how early-stage founders, sales leaders, and marketing executives can address these challenges as they grow their ventures in the case, “Entrepreneurial Sales and Marketing Vignettes.”

Tommy Hilfiger’s Adaptive Clothing Line: Making Fashion Inclusive

In 2017, Tommy Hilfiger launched its adaptive fashion line to provide fashion apparel that aims to make dressing easier. By 2020, it was still a relatively unknown line in the U.S. and the Tommy Hilfiger team was continuing to learn more about how to serve these new customers. Should the team make adaptive clothing available beyond the U.S., or is a global expansion premature? Assistant Professor Elizabeth Keenan discusses the opportunities and challenges that accompanied the introduction of a new product line that effectively serves an entirely new customer while simultaneously starting a movement to provide fashion for all in the case, “Tommy Hilfiger Adaptive: Fashion for All.”

• Research & Ideas

Are Virtual Tours Still Worth It in Real Estate? Evidence from 75,000 Home Sales

Many real estate listings still feature videos and interactive tools that simulate the experience of walking through properties. But do they help homes sell faster? Research by Isamar Troncoso probes the post-pandemic value of virtual home tours.

• 17 Oct 2023

With Subscription Fatigue Setting In, Companies Need to Think Hard About Fees

Subscriptions are available for everything from dental floss to dog toys, but are consumers tiring of monthly fees? Elie Ofek says that subscription revenue can provide stability, but companies need to tread carefully or risk alienating customers.

• 29 Aug 2023

As Social Networks Get More Competitive, Which Ones Will Survive?

In early 2023, TikTok reached close to 1 billion users globally, placing it fourth behind the leading social networks: Facebook, YouTube, and Instagram. Meanwhile, competition in the market for videos had intensified. Can all four networks continue to attract audiences and creators? Felix Oberholzer-Gee discusses competition and imitation among social networks in his case “Hey, Insta & YouTube, Are You Watching TikTok?”

• 26 Jun 2023

Want to Leave a Lasting Impression on Customers? Don't Forget the (Proverbial) Fireworks

Some of the most successful customer experiences end with a bang. Julian De Freitas provides three tips to help businesses invest in the kind of memorable moments that will keep customers coming back.

• 31 May 2023

With Predictive Analytics, Companies Can Tap the Ultimate Opportunity: Customers’ Routines

Armed with more data than ever, many companies know what key customers need. But how many know exactly when they need it? An analysis of 2,000 ridesharing commuters by Eva Ascarza and colleagues shows what's possible for companies that can anticipate a customer's routine.

• 30 May 2023

Can AI Predict Whether Shoppers Would Pick Crest Over Colgate?

Is it the end of customer surveys? Definitely not, but research by Ayelet Israeli sheds light on the potential for generative AI to improve market research. But first, businesses will need to learn to harness the technology.

• 24 Apr 2023

What Does It Take to Build as Much Buzz as Booze? Inside the Epic Challenge of Cannabis-Infused Drinks

The market for cannabis products has exploded as more states legalize marijuana. But the path to success is rife with complexity as a case study about the beverage company Cann by Ayelet Israeli illustrates.

• 07 Apr 2023

When Celebrity ‘Crypto-Influencers’ Rake in Cash, Investors Lose Big

Kim Kardashian, Lindsay Lohan, and other entertainers have been accused of promoting crypto products on social media without disclosing conflicts. Research by Joseph Pacelli shows what can happen to eager investors who follow them.

• 10 Feb 2023

COVID-19 Lessons: Social Media Can Nudge More People to Get Vaccinated

Social networks have been criticized for spreading COVID-19 misinformation, but the platforms have also helped public health agencies spread the word on vaccines, says research by Michael Luca and colleagues. What does this mean for the next pandemic?

• 02 Feb 2023

Why We Still Need Twitter: How Social Media Holds Companies Accountable

Remember the viral video of the United passenger being removed from a plane? An analysis of Twitter activity and corporate misconduct by Jonas Heese and Joseph Pacelli reveals the power of social media to uncover questionable situations at companies.

• 06 Dec 2022

Latest Isn’t Always Greatest: Why Product Updates Capture Consumers

Consumers can't pass up a product update—even if there's no improvement. Research by Leslie John, Michael Norton, and Ximena Garcia-Rada illustrates the powerful allure of change. Are we really that naïve?

• 29 Nov 2022

How Much More Would Holiday Shoppers Pay to Wear Something Rare?

Economic worries will make pricing strategy even more critical this holiday season. Research by Chiara Farronato reveals the value that hip consumers see in hard-to-find products. Are companies simply making too many goods?

• 26 Oct 2022

How Paid Promos Take the Shine Off YouTube Stars (and Tips for Better Influencer Marketing)

Influencers aspire to turn "likes" into dollars through brand sponsorships, but these deals can erode their reputations, says research by Shunyuan Zhang. Marketers should seek out authentic voices on YouTube, not necessarily those with the most followers.

• 25 Oct 2022

Is Baseball Ready to Compete for the Next Generation of Fans?

With its slower pace and limited on-field action, major league baseball trails football in the US, basketball, and European soccer in revenue and popularity. Stephen Greyser discusses the state of "America's pastime."

• 18 Oct 2022

When Bias Creeps into AI, Managers Can Stop It by Asking the Right Questions

Even when companies actively try to prevent it, bias can sway algorithms and skew decision-making. Ayelet Israeli and Eva Ascarza offer a new approach to make artificial intelligence more accurate.

Information

• Author Services

Initiatives

You are accessing a machine-readable page. In order to be human-readable, please install an RSS reader.

All articles published by MDPI are made immediately available worldwide under an open access license. No special permission is required to reuse all or part of the article published by MDPI, including figures and tables. For articles published under an open access Creative Common CC BY license, any part of the article may be reused without permission provided that the original article is clearly cited. For more information, please refer to https://www.mdpi.com/openaccess .

Feature papers represent the most advanced research with significant potential for high impact in the field. A Feature Paper should be a substantial original Article that involves several techniques or approaches, provides an outlook for future research directions and describes possible research applications.

Feature papers are submitted upon individual invitation or recommendation by the scientific editors and must receive positive feedback from the reviewers.

Editor’s Choice articles are based on recommendations by the scientific editors of MDPI journals from around the world. Editors select a small number of articles recently published in the journal that they believe will be particularly interesting to readers, or important in the respective research area. The aim is to provide a snapshot of some of the most exciting work published in the various research areas of the journal.

Original Submission Date Received: .

• Active Journals
• Find a Journal
• Proceedings Series
• For Authors
• For Reviewers
• For Editors
• For Librarians
• For Publishers
• For Societies
• For Conference Organizers
• Open Access Policy
• Institutional Open Access Program
• Special Issues Guidelines
• Editorial Process
• Research and Publication Ethics
• Article Processing Charges
• Testimonials
• Preprints.org
• SciProfiles
• Encyclopedia

Article Menu

• Subscribe SciFeed
• Recommended Articles
• Google Scholar
• on Google Scholar
• Table of Contents

Find support for a specific problem in the support section of our website.

Please let us know what you think of our products and services.

Visit our dedicated information section to learn more about MDPI.

JSmol Viewer

Can companies assess sustainable manufacturing practice.

1. Introduction

2. literature review, 3. methodology: development of a sustainable manufacturing-assessment framework, 4. case study: lg chem leads sustainable manufacturing and promotes a circular economy, 4.1. sustainable management, 4.2. sustainable supply chain, 4.3. sustainable production, 4.4. sustainable materials, 4.5. overall assessment and implications, 5. discussion and implications, 6. conclusions, author contributions, institutional review board statement, informed consent statement, data availability statement, conflicts of interest.

• Our World in Data. Share of Manufacturing in Gross Domestic Product (GDP) . 2021. Available online: https://ourworldindata.org/grapher/manufacturing-value-added-to-gdp (accessed on 11 January 2024).
• The World Bank. Manufacturing, Value Added (% of GDP)-China, United States. Available online: https://data.worldbank.org/indicator/NV.IND.MANF.ZS?locations=CN-US (accessed on 11 January 2024).
• OECD. About Sustainable Manufacturing and the Toolkit. Available online: https://www.oecd.org/innovation/green/toolkit/aboutsustainablemanufacturingandthetoolkit.htm (accessed on 12 January 2024).
• Kazakova, E.; Lee, J. Sustainable Manufacturing for a Circular Economy. Sustainability 2022 , 14 , 17010. [ Google Scholar ] [ CrossRef ]
• Fallah Shayan, N.; Mohabbati-Kalejahi, N.; Alavi, S.; Zahed, M.A. Sustainable Development Goals (SDGs) as a Framework for Corporate Social Responsibility (CSR). Sustainability 2022 , 14 , 1222. [ Google Scholar ] [ CrossRef ]
• Nemes, N.; Scanlan, S.J.; Smith, P.; Smith, T.; Aronczyk, M.; Hill, S.; Lewis, S.L.; Montgomery, A.W.; Tubiello, F.N.; Stabinsky, D. An Integrated Framework to Assess Greenwashing. Sustainability 2022 , 14 , 4431. [ Google Scholar ] [ CrossRef ]
• Gabel, E. See-Through Green: How to Identify Greenwashing ; Sustainable Review: New York, NY, USA, 2023; Available online: https://sustainablereview.com/see-through-green-how-to-identify-greenwashing/ (accessed on 7 January 2024).
• Khalifa, A.A.; Ibrahim, A.-J.; Amhamed, A.I.; El-Naas, M.H. Accelerating the Transition to a Circular Economy for Net-Zero Emissions by 2050: A Systematic Review. Sustainability 2022 , 14 , 11656. [ Google Scholar ] [ CrossRef ]
• United Nations Industrial Development Organization. What Is CSR? Available online: https://www.unido.org/our-focus/advancing-economic-competitiveness/competitive-trade-capacities-and-corporate-responsibility/corporate-social-responsibility-market-integration/what-csr (accessed on 30 January 2024).
• Enkvist, P.; Klevnäs, P.; Westerdahl, R.; Åhlén, A. How a ‘Materials Transition’ Can Support the Net-Zero Agenda ; McKinsey: Chicago, IL, USA, 2022; Available online: https://www.mckinsey.com/capabilities/sustainability/our-insights/how-a-materials-transition-can-support-the-net-zero-agenda (accessed on 3 December 2023).
• U.S. Department of Energy, Office of Energy Efficiency and Renewable Energy. Sustainable Manufacturing and the Circular Economy. Available online: https://www.energy.gov/sites/default/files/2023-03/Sustainable%20Manufacturing%20and%20Circular%20Economy%20Report_final%203.22.23_0.pdf (accessed on 3 February 2024).
• McDonald’s. ESG Reporting Website Archive 2018. Available online: https://corporate.mcdonalds.com/content/dam/sites/corp/nfl/pdf/ESG%202018%20Website%20Archive%20FINAL.pdf (accessed on 2 January 2024).
• Prince George County, V.A. McDonald’s New Paper Straws Aren’t Recyclable-But Its Axed Plastic Ones Were. Available online: https://www.princegeorgecountyva.gov/news_detail_T6_R2254.php (accessed on 20 January 2024).
• de Freitas Netto, S.V.; Sobral, M.F.F.; Ribeiro, A.R.B.; da Luz Soares, G.R. Concepts and forms of greenwashing: A systematic review. Environ. Sci. Eur. 2020 , 32 , 1–12. [ Google Scholar ] [ CrossRef ]
• Miller, L. MPs Call for ESG Investing to Tackle ‘Persistent’ Gender Inequality ; ESG Clarity: London, UK, 2023; Available online: https://esgclarity.com/gender-inequality-corporate/ (accessed on 13 January 2024).
• Chen, H.Y.; Yang, S.S. Do investors exaggerate corporate ESG information? Evidence of the ESG momentum effect in the Taiwanese market. Pac.-Basin Financ. J. 2020 , 63 , 101407. [ Google Scholar ] [ CrossRef ]
• Patalas-Maliszewska, J.; Łosyk, H. An Approach to Assessing Sustainability in the Development of a Manufacturing Company. Sustainability 2020 , 12 , 8787. [ Google Scholar ] [ CrossRef ]
• Subic, A.; Shabani, B.; Hedayati, M.; Crossin, E. Capability Framework for Sustainable Manufacturing of Sports Apparel and Footwear. Sustainability 2012 , 4 , 2127–2145. [ Google Scholar ] [ CrossRef ]
• Prajapati, D.; Pratap, S.; Zhang, M.; Huang, G.Q. Sustainable forward-reverse logistics for multi-product delivery and pickup in B2C E-commerce towards the circular economy. Int. J. Prod. Econ. 2022 , 253 , 108606. [ Google Scholar ] [ CrossRef ]
• Linke, B.S.; Garcia, D.R.; Kamath, A.; Garretson, I.C. Data-driven sustainability in manufacturing: Selected examples. Procedia Manuf. 2019 , 33 , 602–609. [ Google Scholar ] [ CrossRef ]
• OECD. OECD Sustainable Manufacturing Indicators. Available online: https://www.oecd.org/innovation/green/toolkit/oecdsustainablemanufacturingindicators.htm (accessed on 18 January 2024).
• Cézanne, C.; Lorenz, E.; Saglietto, L. Exploring the economic and social impacts of Industry 4.0. Rev. d’Économie Ind. 2020 , 169 , 11–35. [ Google Scholar ] [ CrossRef ]
• Rolls Royce. Health and Safety in an Era of Smart Manufacturing. Available online: https://www.rolls-royce.com/country-sites/sea/discover/2019/smarter-safety-for-smarter-manufacturing.aspx (accessed on 16 January 2024).
• S&P Global. The Sustainability Landscape Is Evolving. Available online: https://www.spglobal.com/esg/insights/the-sustainability-landscape-is-evolving (accessed on 16 January 2024).
• Lahtinen, S.; Yrjölä, M. Managing sustainability transformations: A managerial framing approach. J. Clean. Prod. 2019 , 223 , 815–825. [ Google Scholar ] [ CrossRef ]
• Abubakr, M.; Abbas, A.T.; Tomaz, I.; Soliman, M.S.; Luqman, M.; Hegab, H. Sustainable and Smart Manufacturing: An Integrated Approach. Sustainability 2020 , 12 , 2280. [ Google Scholar ] [ CrossRef ]
• Kharsa, A. SMART Factory Technology for Long-Term Sustainability ; Institute for Digital Transformation: Hillsborough Township, NJ, USA, 2023; Available online: https://www.institutefordigitaltransformation.org/smart-factory-technology-for-long-term-sustainability/ (accessed on 2 February 2024).
• Villena, V.H.; Gioia, D.A. A More Sustainable Supply Chain ; Harvard Business Review: Brighton, MA, USA, 2020; Available online: https://hbr.org/2020/03/a-more-sustainable-supply-chain (accessed on 2 January 2024).
• LG Chem. LG Chem Sustainability Report 2022. Available online: https://www.lgchem.com/upload/file/sustainability/2022_LGChem_Sustainability_Report_ENG.pdf (accessed on 7 December 2023).
• Chea, S. LG Chem Beats Expectations with Q3 Profit of $ 640 Million ; Korea JoongAng Daily: Seoul, Republic of Korea, 2023; Available online: https://koreajoongangdaily.joins.com/news/2023-10-30/business/industry/LG-Chem-beats-expectations-with-Q3-profit-of-640-million/1901536 (accessed on 30 December 2023).
• LG Chem. Investing in the Future! LG Chem Invests $ 7.7 Billion in ESG Activities and New Growth Engines ; LG Chem Blog: Seoul, Republic of Korea, 2023; Available online: https://blog.lgchem.com/en/2023/05/17_new_growth_engines/ (accessed on 31 January 2024).
• LG Chem. Climate Action. Available online: https://www.lgchem.com/sustainability/climate-change (accessed on 22 January 2024).
• LG Chem. LG Chem Sustainability Report 2021. Available online: https://www.lgchem.com/upload/file/sustainability/LGChem_2021_Sustainability_Report_ENG.pdf (accessed on 6 December 2023).
• LG Chem. LG Chem Declares Carbon-Neutral Growth 2050. Available online: https://www.lgcorp.com/media/release/22110 (accessed on 29 January 2024).
• LG Chem. LG Chem Publishes Sustainable Management Report on the Theme of ‘Carbon, Circularity and People’. Available online: https://www.lgcorp.com/media/release/23649 (accessed on 19 January 2024).
• Lee, J.S. LG Chem to Invest 10 Trillion Korean Won by 2025 for Eco-Friendly Materials ; Korea IT Times: Seoul, Republic of Korea, 2021; Available online: http://www.koreaittimes.com/news/articleView.html?idxno=107223 (accessed on 8 January 2024).
• Cha, J.H. LG Chem to Invest $ 134 mn in Incubator Fund for Firms with ESG Tech ; The Korea Economy Daily: Seoul, Republic of Korea, 2021; Available online: https://www.kedglobal.com/esg-investment/newsView/ked202105110004 (accessed on 8 January 2024).
• LG Chem. Let’s Create a Sustainable World Altogether! Available online: https://lgc-innovationchallenge.com/ (accessed on 7 January 2024).
• Unknown. LG Chem Partners with Unknown. Available online: https://unknowngroup.com/tag/lg-chem/ (accessed on 17 January 2024).
• Greenhouse Gas Protocol. STATEMENT: New Standard from the International Sustainability Standards Board (ISSB) Requires Disclosure of Scope 3 Emissions. Available online: https://ghgprotocol.org/blog/statement-new-standard-international-sustainability-standards-board-issb-requires-disclosure (accessed on 17 January 2024).
• LG Chem. LG Chem Issues Largest Ever Corporate ESG Bond. Available online: https://www.lgcorp.com/media/release/23046 (accessed on 17 January 2024).
• LG Chem. LG Chem Issues 1 Billion USD in Global Green Bonds. Available online: https://www.lgcorp.com/media/release/23537 (accessed on 18 January 2024).
• LG Chem. Green Financing Framework. Available online: https://www.lgchem.com/upload/file/sustainability/LG_Chem_Green_Financing_Framework_FINAL.pdf (accessed on 8 January 2024).
• LG Chem. POE. Available online: https://www.lgchem.com/product/PD00000004 (accessed on 3 January 2024).
• LG Chem. Green Bond Annual Report. Available online: https://www.lgchem.com/upload/file/sustainability/LG_Chem_Green_Bond_Annual_Report_2023.pdf (accessed on 5 January 2024).
• LG Chem. Responsible Supply Chain. Available online: https://www.lgchem.com/sustainability/responsible-supply-chain (accessed on 15 January 2024).
• LG Chem. Audit Report on Congo Dongfang International Mining Sarl. Prepared for LG Chem. Available online: https://www.lgchem.com/asset/doc/Audit_Report_CDM_2018.pdf (accessed on 15 January 2024).
• LG Chem. Audit Report on Huayou Cobalt. Available online: https://www.lgchem.com/asset/doc/Audit_Report_on_Huayou_Cobalt.pdf (accessed on 15 January 2024).
• Jun, J.H. LG Chem Adds Sustainability to Supplier Evaluation List ; The Korea Times: Seoul, Republic of Korea, 2019; Available online: https://www.koreatimes.co.kr/www/tech/2023/12/129_274385.html (accessed on 2 January 2024).
• LG Chem. LG Chem Supplier Code of Conduct. Available online: https://www.lgchem.com/upload/file/sustainability/LGChem_Code_of_Conduct_for_Suppliers_EN.pdf (accessed on 15 January 2024).
• United States Environmental Protection Agency. Sources and Solutions: Fossil Fuels. Available online: https://www.epa.gov/nutrientpollution/sources-and-solutions-fossil-fuels (accessed on 29 January 2024).
• Perera, F. Pollution from fossil-fuel combustion is the leading environmental threat to global pediatric health and equity: Solutions exist. Int. J. Environ. Res. Public Health 2018 , 15 , 16. [ Google Scholar ] [ CrossRef ] [ PubMed ]
• LG. LG Net Zero Special Reporting 2022. Available online: https://www.lgcorp.com/images/esg_en/download/LG%20Net%20Zero%20Special%20Reporting%202022_EN.pdf (accessed on 15 January 2024).
• LG Chem. LG Chem Publishes Sustainable Management Report Containing Information for Achieving Net-Zero. Available online: https://www.lgcorp.com/media/release/25053 (accessed on 29 January 2024).
• Clean Energy Ministerial. Global Energy Management System Implementation: Case Study. Available online: https://www.cleanenergyministerial.org/content/uploads/2022/03/lg-chem-cheongju-korea.pdf (accessed on 29 January 2024).
• Kang, K.M. LG Chem to Spend $ 2.2 Billion to Build 10 New Eco-Friendly Factories ; The Korea Economy Daily: Seoul, Republic of Korea, 2021; Available online: https://www.kedglobal.com/corporate-investment/newsView/ked202108190016 (accessed on 3 January 2024).
• Sohn, J.Y. Korea’s LG CNS Launches Smart Factory Platform ‘Factova’ ; The Korea Herald: Seoul, Republic of Korea, 2018; Available online: https://www.koreaherald.com/view.php?ud=20180403000725 (accessed on 3 January 2024).
• LG Chem. LG Chem to Establish Largest Cathode Plant in US for EV Batteries. Available online: https://www.lgcorp.com/media/release/25594 (accessed on 15 January 2024).
• LG Chem. LETZero: LG Chem’s Comprehensive Eco-Friendly Products Brand ; LG Chem Blog: Seoul, Republic of Korea, 2023; Available online: https://blog.lgchem.com/en/2023/06/01_letzero/ (accessed on 15 January 2024).
• LG Chem. LETZero Product Book. Available online: https://www.lgchem.com/upload/file/sustainability/LETZero_BR(EN).pdf (accessed on 15 January 2024).
• LG Chem. LG Chem Recycles Waste Resources from Siheung. Available online: https://lgcorp.com/media/release/24628 (accessed on 16 January 2024).
• ADM. LG Chem and ADM Launch Joint Ventures, Announce Intended Location for U.S. Production of Lactic Acid and Polylactic Acid Production. Available online: https://www.adm.com/en-us/news/news-releases/2022/8/lg-chem-and-adm-launch-joint-ventures-announce-intended-location-for-u.s.-production-of-lactic-acid-and-polylactic-acid-production/ (accessed on 15 January 2024).
• Illinois Government. Governor Pritzker, LG Chem, and ADM Announce New Joint Ventures to be Located in Decatur. Available online: https://www.illinois.gov/news/press-release.25323.html/1000 (accessed on 2 January 2024).
• Neste. Neste and LG Chem Building a Strategic Partnership to Drive the Polymers and Chemicals Industry Transformation towards a Circular Bioeconomy. Available online: https://www.neste.com/news/neste-and-lg-chem-building-a-strategic-partnership-to-drive-the-polymers-and-chemicals-industry-transformation-towards-a-circular-bioeconomy (accessed on 2 January 2024).
• Ahn, J.K. LG Chem, Neste Join Forces to Make Bio-Based Synthetic Resins ; The Korea Economy Daily: Seoul, Republic of Korea, 2020; Available online: https://www.kedglobal.com/biomaterials/newsView/ked202011050016 (accessed on 2 January 2024).
• LG Chem. LG Chem Is First to Obtain ISCC+ for Eco-Friendly Bio-Balanced Products in Korea. Available online: https://www.lgcorp.com/media/release/23281 (accessed on 15 January 2024).

Click here to enlarge figure

Share and Cite

Lee, J.; Kazakova, E. Can Companies Assess Sustainable Manufacturing Practice? Sustainability 2024 , 16 , 5259. https://doi.org/10.3390/su16125259

Lee J, Kazakova E. Can Companies Assess Sustainable Manufacturing Practice? Sustainability . 2024; 16(12):5259. https://doi.org/10.3390/su16125259

Lee, Joosung, and Elena Kazakova. 2024. "Can Companies Assess Sustainable Manufacturing Practice?" Sustainability 16, no. 12: 5259. https://doi.org/10.3390/su16125259

Article Metrics

Further information, mdpi initiatives, follow mdpi.

Subscribe to receive issue release notifications and newsletters from MDPI journals