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The case deals with the hiring of a CEO for a newly established business by an existing group. The Chairman of the Group was of the view that the Group should hire stars from various multinational companies and raise its professional level, even if it required changing the culture of the Group. The case discusses the business plan and risk of business and an approach of linking the incentive system with the cash flow requirements and risks of the business.

The case in intended to be used for MBA and executive education classes. It deals with (mis) handling by the Indian auto major issues such as new-generation workers, industrial relations (IR) dynamics, regional realities and cross-cultural HR. Perceiving harsh work environment, Gen Y workers of the new plant decided to form an independent trade union, which led to bitterness and grave tensions in IR. The emerging dynamics culminated in bubble burst when unexpected violence led to the tragic burning of the otherwise popular plant HR chief. The shocked management declared a month's lockout, and terminated the services of more than 500 core workers. The lockout caused production losses of Rs. 25 billion. Workers in general continued to remain disengaged due to large number of termination cases of their colleagues and seeing 147 of them behind the bar during murder and violence trial. Two years after the violence incident, the parent Suzuki tightened its control on this Indian subsidiary and took away executive powers from three top Indian executives, holding them responsible for the fiasco. Five years after the incident, the trial court sentenced a dozen union leaders to life imprisonment for the murder, and set free more than one hundred workers who had been charged of violence. The union was asking for their jobs back, which led to added complexity. Several strategic HR interventions taken by the management to contain workers' disengagement proved only partially effective. Management is in a dilemma about the using appropriate HR strategy for managing the situation.

This case describes SAP's "Autism at Work" program, which integrates people with autism into the company's workforce. The company has a stated objective of making 1% of its workforce people with autism by 2020. SAP's rationale for the program is based on the belief that "neurodiversity" contributes to the company's overall innovative capabilities ("We believe that innovation comes from the edges.") Thus, the program is not viewed as a subsidized Corporate Social Responsibility activity but as a positive net benefit activity, as well as a way of addressing skills shortages by tapping into non-traditional pools of (considerable) talent. The case explores how SAP is also using the program to rethink and reengineer its Human Resource Management policies and processes to make them more inclusive and effective.

The Employee Provident Fund Scheme (EPFS) had been established as a social security scheme for the Indian industry and has established a huge corpus through its 42 million contributors. At a relatively risk-free rate of nearly 8.75% return, EPFS is recommended as a good retirement product in the debt portfolio. However, administration of the scheme had come under considerable criticism, which had resulted in changes in the regulatory norms around the scheme. The government's interest in promoting a defined contribution approach to retirement benefits appears to work at cross-purposes with the interest of the low-income employees. With recent regulatory changes in the minimum contribution level, the effect on bottom-of-the-pyramid employees covered by this scheme further reduces their net income. The case discusses the impact of changes in the regulatory scheme on all employees, but more specifically on the lower income workforce, the financial impact for organizations. It debates the efficacy of the current social security scheme in India and the options for organizations to design and administer variable compensation structures adapted to individual and life-stage needs.

The case provides an example of an individual who meets harsh criticism, personal attacks, and broad resistance despite clear evidence that what he is proposing is right and could save the lives of thousands of human beings. The case recounts the story of Dr. Ignaz Philip Semmelweis, a pioneer in medical antiseptic procedures who is today known as "the savior of mothers." In 1847, Semmelweis discovered that the practice of hand disinfection in obstetrical clinics can effectively eliminate the outbreak of puerperal fever ("childbed fever"), a condition that killed up to 30 percent of mothers and babies in maternity clinics at the time of the case. The relatively short case - which is designed to be handed out during class - is divided into three parts. Part A describes the situation at Vienna General Hospital in 1846, when Semmelweis is assigned to head one of the two maternity clinics. Much of this part is dedicated to describing the natural experiment that Semmelweis encountered when learning that the two clinics had vastly different mortality rates. Part B lists the many hypotheses that Semmelweis had formulated and refuted, reports on his discovery that the contamination of women by doctors performing anatomical dissections of corpses is causing puerperal fever, and reveals his findings that it can be easily and effectively treated through hand disinfection. Part C provides an account of the resistance he faced from the medical establishment, despite the overwhelming evidence that Semmelweis had collected in support of his findings.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.