個案資料
了解個案內容與學習目標，選擇授課教師及使用課程。
Shirdi Infratech: Should a Star Manager Be Fired?
內容大綱
Shirdi Infratech Pvt. Ltd. was in the wooden furniture manufacturing business and dealt with a wide range of diversified products such as modular kitchens, furniture, and doors. With its normal profit margin, the firm was growing, but not at a rate that satisfied the owner. At the same time, the business faced personnel management issues. The dilemma began in 2015 when the owner learned that one of his top performers had potentially leaked confidential information to a competitor and was offered employment by them. The owner recognized this employee’s importance, as well as the critical timing of the project he was working on. In light of this, would the best option be to retain that employee or let him go? The owner was also concerned about social capital management, and how to use the employee’s intellectual skills to develop others in the organization.
學習目標
This case is suitable in a post-graduate or executive-level talent management course for a discussion on retention, or in a management development program. Working through the case will give students an understanding of<ul><li>the make and buy talent strategies of a small firm;</li><li>dysfunctional retention strategy;</li><li>retention strategy to counter dysfunctional turnover; and</li><li> social capital management strategy.</li></ul>