學門類別
政大
哈佛
最新個案
- Leadership Imperatives in an AI World
- Vodafone Idea Merger - Unpacking IS Integration Strategies
- Snapchat’s Dilemma: Growth or Financial Sustainability
- V21 Landmarks Pvt. Ltd: Scaling Newer Heights in Real Estate Entrepreneurship
- Predicting the Future Impacts of AI: McLuhan’s Tetrad Framework
- Did I Just Cross the Line and Harass a Colleague?
- TNT Assignment: Financial Ratio Code Cracker
- Porsche Drive (A): Vehicle Subscription Strategy
- Porsche Drive (A) and (B): Student Spreadsheet
- Porsche Drive (B): Vehicle Subscription Strategy
-
Hubtown (A): Designing a Bottom-Up Approach to Performance Management (A)
In 2014, Hubtown Limited (Hubtown), an Indian real estate development company, was attempting to implement a process to differentiate between its employees in order to enhance performance, identify employees who could be groomed for future growth, and distribute rewards. Hubtown was consolidating to concentrate on a few large, complex projects in residential and commercial spaces in urban centres. Like other companies in the industry, it competed for talent and faced challenges when attempting to retain, reward, and promote valuable employees.<br><br>Earlier efforts to implement a results-based performance management system had failed, so the organization decided to design and adopt a behaviour-based approach and to implement it from the bottom up to bypass resistance from senior management. Case A describes the challenges the human resources head faced in creating an institutionalized performance culture and designing the implementation plan for this system. Case B describes the implementation process and presents the initiatives taken by the human resources team to implement the process, train the stakeholders, and address challenges along the way. -
Hubtown (B): Implementing a Bottom-Up Approach to Performance Management (B)
Supplement for product number 9B16C053. -
Infinity Life Insurance Company: Creating an Organization (A)
Infinity Life Insurance Company was a joint venture between two Indian public sector banks and a U.K.-based insurance firm. The company began its operations in November 2009, as the youngest entrant in the life insurance market in India. Within three years of launching operations, it ranked among the top 10 private firms for new business premiums. When the joint venture project started, the senior leadership group identified numerous challenges and various strategies to address those challenges (detailed in this case). The company connected its basic business strategies to a set of human resource strategies, which were then applied through various human resource processes (detailed in case B). With the Indian government focusing on further liberalization in the insurance sector, the joint venture needed to be ready for the next leap. Which processes should it continue, and which needed to be changed? -
Infinity Life Insurance Company: Creating an Organization (B)
Supplement for product 9B16C036.