The case study discusses the termination of Jesse Stansky from Phoenix Semiconductor due to unprofessional conduct after an altercation with a coworker, which violated company policies. Stansky's termination was supported by the employer's evidence and his history of disciplinary issues, while his witnesses claimed he was generally well-liked and had been a good employee. The document raises questions about weighing company policy against mitigating factors and the definition of unprofessional conduct in employee relations.

1. Case Study 2.The Arbitration Case of Jesse Stansky
At the arbitration hearing, both parties were adamant in their
positions. Nancy Huang, HR manager of Phoenix
Semiconductor, argued that the grievant, Jesse Stansky, was
justly terminated for arguing and hitting a coworker—a direct
violation of company policy and the employee handbook.
Stansky argued that he had been a good employee during his 10
years of employment.
The submission agreement governing the case read, “It is the
employer’s position that just cause existed for the discharge of
Mr. Jesse Stansky and the penalty was appropriate for the
offense committed.” Additionally, the employer introduced into
evidence the labor agreement, which defined just cause
termination as follows:
Just cause shall serve as the basis for disciplinary action and
includes, but is not limited to: dishonesty, inefficiency,
unprofessional conduct, failure to report absences, falsification
of records, violation of company policy, destruction of property,
or possession or being under the influence of alcohol or
narcotics.
Stansky was hired as a systems technician on November 20,
2003, a position he held until his termination on October 25,
2017. According to the testimony of Huang, Phoenix
Semiconductor strived to maintain a positive and cordial work
environment among its employees. Fighting on the job was
strictly prohibited. Stansky’s performance evaluation showed
him to be an average employee, although he had received
several disciplinary warnings for poor attendance and one 3-day
suspension for a “systems control error.” Stansky was generally
liked by his coworkers, and several testified on his behalf at the
arbitration hearing.
The termination of Stansky concerned an altercation between

2. himself and Gary Lindekin, another systems technician.
According to witnesses to the incident, both Stansky and
Lindekin became visibly upset over the correct way to calibrate
a sensitive piece of production equipment. The argument—one
witness called it no more than a heated disagreement—lasted
approximately 3 minutes and concluded when Stansky was seen
forcefully placing his hand on Lindekin’s shoulder. Lindekin
took extreme exception to Stansky’s behavior and immediately
reported the incident to management. After interviews with both
Stansky and Lindekin and those who observed the incident,
Huang, Samantha Lowry, the employee’s immediate supervisor,
and Grant Ginn, department manager, decided that Stansky
should be terminated for unprofessional conduct and violation
of company policy.
Questions
1. Which arguments should be given more weight: those based
on company policy, the employee handbook, and the labor
agreement or mitigating factors given by the grievant and his
witnesses? Explain.
2. How might unprofessional conduct be defined? Explain.
3. If you were the arbitrator, how would you rule in this case?
Explain fully the reasons for your decision.
Reference
Snell, S.A. & Morris, S.H. (2019). Managing Human
Resources(18th ed.) (p. XX). Boston, MA: Cengage Learning,
INC.
EXIT INTERVIEWS
Voluntary employee exits: One question answered with
qualitative feedback

3. Job-Related Reason for Leaving % of respondents
Retirement 1%
Better pay 10%
Better benefits 4%
Lack of training 22%
Working conditions Not Applicable
Relationship with management 31%
Relationship with peers Not Applicable
Lack of career opportunities 29%
Changing careers 3%
Do you have any additional comments you would like to make?
Positive comments left by voluntary leavers:
“Enjoyed time here, progressed and developed skills; nice
culture and lots of focus
on the ‘we.’”
“Fantastic team leader, can’t fault . . . has been the best I have
ever had but
accepted another job with better pay and more career
opportunities. I really liked
working with my Singaporean colleagues who definitely are
interested in the bigger
picture.”
“Happy with my manager, given all the support needed.
Accounting always able to
accommodate my needs. I am leaving for more training, career,
and benefits for my
family.”

4. “I am taking a break to care for our newborn baby and plan to
be a stay-at-home dad
for the rest of this year. I had a great time working in a
multicultural organization. So
much respect for the very hardworking teams, especially the
Singapore team, which
sometimes works without breaks. A lot to learn from them!”
“Good time spent with my sales manager learning more about
tele sales; however, I
am leaving for a better sales incentive plan and less hierarchical
style of
management.”
“My colleagues here in the USA told me that having a common
agenda before
meetings will be very helpful. They appreciated knowing what
to expect before going
in the meetings. I ensured that I always shared the agenda well
ahead of meetings,
and I received positive feedback for it.”
Less positive comments from voluntary leavers, which primarily
reflected themes
and comments reported earlier in the survey, were quite specific
to individual
situations:
“This company seemed to have a very top-down management
style in which high-
level managers make strategic decisions, and the lower staff

5. implements it,
especially in Singapore.”
“They expect us to understand the Singaporean SOP, but we
were not trained. I
doubt if a final copy of the SOP even exists.”
“I think this company expects employees to work and doesn’t
expect us to push back
or provide feedback. I wanted my viewpoint considered by the
executive team, and
it left me frustrated.”
“Issues took too long to get addressed—mentioned to
management but not taken
on board. No transparency in the department. Difference
between how people are
treated in the department.”
“Vagueness, and it seemed like it took forever for top
leadership to give support to
solve complaints. This made me feel unheard, and it seemed like
they just wanted to
avoid disagreements.”
“I love our Singapore colleagues. However, both units could not
figure out a common
action tracker. We always insist on synchronous meetings. Why
can’t we manage a
tracker asynchronously?”
“When I suggested ideas for improvement, it took the task force
forever to get new
ideas implemented, and it was difficult to speed up this process.
I don’t see why we
have to go through the Singapore team's management when we

6. can collaborate at a
team level?”
“Inconsistent ways of working. Communication needs
improvement from top
leadership.”
“Some people feel they will never be promoted . . . need more
comms between
management and team members.”
“I just got the feeling that only older people were going to have
a chance at this
company and left for more career and professional development
opportunities.”
“Things can definitely move faster when it comes to processes.
However, the
company has a very top-down management style. All the
strategic decisions are
made in Singapore while we just implement. ”
MBA 687 LEADERS SELF EVALUATIONS
Note: Individuals rate their skill levels on the following scale:
Not Skilled | Minimally Skilled | Somewhat Skilled | Skilled |
Very Skilled

7. Title: Vice President
Job Summary
Leads departments and operations for an entire organization and
creates its overall vision,
mission, values, beliefs, and strategic goals. Directs and
evaluates other executive leaders'
work and the success of the organization. Maintains awareness
of external and internal
competitive landscapes, opportunities for expansion, customers,
markets, and new industry
developments and standards. Manages the strategic plan that
guides the direction of a
team's business and collaboratively works with the executive
management team to identify,
prioritize, and act upon company needs, focusing on integration
strategies to ensure optimal
efficiency. This position requires competencies such as analytic
and strategic thought, vision,
orientation to detail, customer focus, talent management,
resource management, and
leadership skills.
Vice President Self-Assessment:
As I reflect on this past year, I have driven business expansion
from startup and evaluated the
organization’s success. This past year, we identified ways to
increase revenue and decrease
costs by 10%. I analyzed financial reports with the accounting
manager, prepared new
operating budgets, and greenlit pilot projects using AI and
chatbots to compete in an
increasingly digital economy. My understanding of the external
factors affecting the
organization will help us think ahead and be ready for changes
in the market. My most

8. tremendous success was bridging the gap between the
company’s day-to-day running and
the board of directors' sweeping visions. Since taking on the
new role, I realize my leadership
skills come from years of experience and knowledge throughout
life. This wisdom has
impacted my judgments, decisions, and actions. I have learned
to focus on a clear purpose
and mission. I have consistently shown commitment and
motivation since joining the
company, and I want us to succeed. I am a leader who focuses
on meeting set deadlines and
objectives on time. I realize that I can be too controlling in a
project, and I don't give other
team members enough room to contribute or develop their ideas.
I must learn to give others
more space and let them take the initiative, too. Maybe I should
try harder to promote the
company's culture and values within my team. While I regularly
hold meetings with this in
mind, I should focus on boosting team spirit and collaboration. I
am often frustrated, and I
find it hard to communicate when faced with other leaders'
behaviors. Despite the challenges
we faced this past year, I am incredibly proud of what my team
and I have accomplished
during the past year.
Skill Level: Not
Skilled:
Minimally
Skilled:

9. Somewhat
Skilled:
Skilled: Very
Skilled:
Your level of
experience
demonstrating
each competency
I have
not
learned
this
skill
I have little
experience
demonstrating
this
competency
and need
substantial
direction to
perform it
effectively
I have some
experience
demonstrating
this
competency
but still need
guidance

10. I have a good
amount of
experience
demonstrating
this
competency
independently
I always
demonstrate
this
competency
and could
provide
guidance/
training to
others
Leadership Skills ✔
Strategic
Thinking Skills
✔
People
Management Skills
✔
Change
Management Skills
✔
Communication

11. Skills
✔
Ethical Practice ✔
Tech Savvy
/Computer Skills
✔
Fostering
Teamwork
✔
Visioning ✔
Self-Awareness and
Emotional
Intelligence (EQ)
✔
Cross-Cultural
Awareness
✔
Learning Agility ✔
Title: Sales Manager

12. Job Summary
Leads the sales and marketing functions, including strategic
planning, budgeting, forecasting,
and maintaining scalable processes that differentiate and
highlight the value proposition
from concept to execution for all business areas. Drives
profitable revenue and market share
growth through domestic and international marketing programs
to email, print/digital, CMS,
and social media platforms. This person is highly collabor ative
and works cross-functionally
to devise campaigns that engage, inform, and motivate to raise
brand awareness. Manages
and coaches inside sales and outside sales teams.
Sales Manager Self-Assessment:
After taking the time to evaluate my performa nce, I would like
to highlight a few of my best
achievements from the past year. At the beginning of the period,
I spearheaded the launch of
our organization's first sales industry research report. My
promotional efforts helped secure
a speaking engagement at two national sales conferences, which
will help the company meet
its annual objective of increasing industry exposure and
promoting our customer value
proposition. Additionally, I assisted in overhauling our website
content with IT and helped
procure a new data partner. As a result, our paid search efforts’
ROI has increased by 120%
year over year and influenced $6 million in our latest service
line sales. Because of this year's
marketing strategy's ambitious nature, there were times when I
pushed my team hard to
perform at their best, put in extra hours, and deliver on highly
demanding projects. While I

13. would never compromise on my drive for results, I must take
the time to give more
thoughtful and considerate feedback to members of my team.
This quarter, I noticed that I could have delegated and
communicated strategic goals to our
team better. Passing more projects to the outside sales team will
help me become more
efficient while also providing them more opportunities for skill -
building and career
development. Additionally, I believe meeting with the VP, call
center, and sales team bi-
weekly instead of monthly will help improve cross-department
communication and ensure
marketing campaigns are better aligned with overall company
goals.
By the end of next quarter, my goal is to improve my cross-
cultural practices by taking an
online training session. I've been working more closely with the
call center team in the past
few months and want to collaborate more effectively to
understand and achieve our team
goals.
Skill Level: Not
Skilled:
Minimally
Skilled:
Somewhat
Skilled:

14. Skilled: Very
Skilled:
Your level of
experience
demonstrating
each competency
I have
not
learned
this
skill
I have little
experience
demonstrating
this
competency
and need
substantial
direction to
perform it
effectively
I have some
experience
demonstrating
this
competency
but still need
guidance
I have a good
amount of
experience

15. demonstrating
this
competency
independently
I always
demonstrate
this
competency
and could
provide
guidance/
training to
others
Leadership Skills ✔
Strategic
Thinking Skills
✔
People
Management Skills
✔
Change
Management Skills
✔
Communication
Skills
✔

16. Ethical Practice ✔
Tech Savvy
/Computer Skills
✔
Fostering
Teamwork
✔
Visioning ✔
Self-Awareness and
Emotional
Intelligence (EQ)
✔
Cross-Cultural
Awareness
✔
Learning Agility ✔
Title: Accounting Manager
Job Summary
Manages accounting functions, including analyzing various

17. accounting functions (A/R, A/P,
cost, and accounting) to understand what makes clients
profitable, ensures accurate
transaction records, evaluates financial processing, and controls
transaction processes.
Manages sub-ledger agreements (inventory, AR, sales, COGS)
to the general ledger and
investigates and corrects any variances. This person sets the
example of integrity, ensuring
monies and assets are protected against unauthorized use or
removal and loss due to a
criminal act or breach of trust. Works cross-functionally,
multitasks, problem solves, thinks
of the big picture, and focuses on process improvements to
improve efficiency and follow
generally accepted accounting principles (GAAP). Coaches
accounting associates and works
with operating managers to ascertain their need for accounting
data.
Accounting Manager Self-Assessment:
After taking the time to evaluate my performance, I would like
to highlight a few of my best
achievements from the past year. At the beginning of the period,
I Initiated corrective actions
for maintaining accounting records, improving record accuracy
by 75%. The accounting team
implemented an accounting records maintena nce system,
replacing the old, inefficient one. I
spearheaded our organization's new digital timekeeping system,
replacing the outdated
process and eliminating "paper" timekeeping. We continuously
met audit standards this
year, and this is for two years in a row, owing to exceptional
account management skills. This
quarter, I noticed that I have not been delegating enough work

18. to other team members and
have challenges communicating strategic goals to our team.
Passing more projects to the
accounting team will help me become more efficient while also
providing them more
opportunities for skill building and career development.
By the end of next quarter, my goal is to streamline the
accounting systems by implementing
standard operating procedures for each subsystem. It is
important not to build silos and
understand the big picture and our team goals. I am working on
transactional accounting
improvement, but I also think a strategic approach is necessary.
I have worked closely with
the customer success coordinator/team leader, but I would like
to address with top
leadership the communication breakdown, the top-down
approach, and ways to collaborate
more frequently. I can offer my professional opinion on where
best to align finance and
accounting programs to the strategic plan and on building action
plans to support overall
business success.
Skill Level: Not
Skilled:
Minimally
Skilled:
Somewhat
Skilled:

19. Skilled: Very
Skilled:
Your level of
experience
demonstrating
each competency
I have
not
learned
this
skill
I have little
experience
demonstrating
this
competency
and need
substantial
direction to
perform it
effectively
I have some
experience
demonstrating
this
competency
but still need
guidance
I have a good
amount of

20. experience
demonstrating
this
competency
independently
I always
demonstrate
this
competency
and could
provide
guidance/
training to
others
Leadership Skills ✔
Strategic
Thinking Skills
✔
People
Management Skills
✔
Change
Management Skills
✔
Communication
Skills

21. ✔
Ethical Practice ✔
Tech Savvy
/Computer Skills
✔
Fostering
Teamwork
✔
Visioning ✔
Self-Awareness and
Emotional
Intelligence (EQ)
✔
Cross-Cultural
Awareness
✔
Learning Agility ✔
Title: Customer Success Manager
Job Summary

22. Manages the customer success function and provides input on
strategic customer plans to
help identify areas where the company can improve overall
service delivery, quality, and
excellence. Develops customer relationships that promote
retention and loyalty. Creates
department policies and procedures that optimize the customer
experience. This person has
the highest accountability level for call center supervision and
performs basic human
resource tasks such as hiring and training staff. Coaches the
customer success
coordinator/team leader in improving service efforts, scoring
performance, and developing
support strategies based on customer feedback.
Customer Success Manager Self-Assessment:
In the past year as a call center manager for the company, I've
increased the customer
satisfaction rate by 37% through overseeing day-to-day contact
center operations and
business planning, employee development, operational
efficiency, and service excellence. I
worked with the customer success coordinator to revise the
existing cold call script and
added a stronger value proposition, resulting in an increased
call time average. We started
interfacing closely with the sales department to ensure
alignment and spent a great deal of
time "QC-ing" or monitoring queues and tracking inbound call
performance. I coached our
customer success coordinator on performance metrics, including
inbound calls, call waiting,
and abandonment rates. We started working on creating a new
customer service training
manual and quality assurance form. I empowered the customer

23. success coordinator to work
with the accounting team on the new timekeeping
implementation.
After reflecting on my performance, I noticed that while my
ability to build rapport with
employees and customers helps me as a manager, I will need to
delegate more to the
customer success coordinator as the business grows. I began
serving as the backup trainer
and assisted in onboarding nine new representatives, all of
whom finished their first quarter
meeting performance standards. Given this experience and my
commitment to continued
growth, I think there is room for improvement. I want to shift
the call center culture to a
more employee-centric workplace where our employees are
happy, comfortable, and valued.
I am aware of the possibility that the various technological
advancements in AI voice
processing, customer analysis, and chatbots may improve
customer satisfaction; however, it
could also make some employees redundant. I am unsure if our
employees see leadership as
approachable and observant or sensitive to what the agent is
trying to tell us, even indirectly.
If we can fix this, we can improve business performance and
reduce turnover.
Skill Level: Not
Skilled:
Minimally

24. Skilled:
Somewhat
Skilled:
Skilled: Very
Skilled:
Your level of
experience
demonstrating
each competency
I have
not
learned
this
skill
I have little
experience
demonstrating
this
competency
and need
substantial
direction to
perform it
effectively
I have some
experience
demonstrating
this
competency
but still need

25. guidance
I have a good
amount of
experience
demonstrating
this
competency
independently
I always
demonstrate
this
competency
and could
provide
guidance/
training to
others
Leadership Skills ✔
Strategic
Thinking Skills
✔
People
Management Skills
✔
Change
Management Skills
✔

26. Communication
Skills
✔
Ethical Practice ✔
Tech Savvy
/Computer Skills
✔
Fostering
Teamwork
✔
Visioning ✔
Self-Awareness and
Emotional
Intelligence (EQ)
✔
Cross-Cultural
Awareness
✔
Learning Agility ✔

27. Title: Customer Success Coordinator/Team Leader
Job Summary
Provides industry-leading customer care, order assistance,
technical customer service, and
customer success team leadership while engaging in real-time
troubleshooting of inbound
Tier II and Tier III customer requests by email and telephone.
Coaches employees in all
customer service and contract sales facets, manages the
customer care escalation chain, and
works with the customer success manager to improve overall
service delivery improvement,
quality, and excellence. This person has a high level of
accountability for call monitoring to
improve service efforts and scoring performance and develops
support strategies based on
customer feedback. Works with a knowledge-sharing mindset,
works with a sense of
urgency, works cross-functionally, is a problem solver, and
thinks outside the box while
troubleshooting the root cause of all customer success center
problems to identify the
action(s) required to resolve the customer’s issue immediately.
Serves as customer success
trainer.
Customer Success Coordinator/Team Leader Commentary:
In the past year as lead agent in the call center for the company,
I've worked with my
manager to increase customer satisfaction rate by 37% through
revising the existing cold call
script, adding stronger value propositions, and focusing on
quality control QC-ing and agent
dashboards. I spent time with agents, communicating

28. performance expectations on inbound
calls, call waiting, and abandonment rates. I monitored calls
using our new quality assurance
form. I handled 15–20 customer requests to speak with a
supervisor per day and positively
resolved the issues. I assisted my manager in 36 employee
evaluations, detailing
observations of positive performance, opportunities for
improvement, and specific details of
supervisor calls taken for the week. I demonstrated the ability to
handle 50 or more calls a
day as the lead customer success agent, too. By decreasing my
talk time by 15 seconds per
call, I believe I can increase my call-per-hour rate by at least
10% next quarter without
negatively impacting customer satisfaction. I also worked with
the accounting manager and
her team to implement the new digital timekeeping system and
train all agents.
After reflecting on my performance, I noticed that while my
ability to work with employees at
all company levels is one of my best skills, I understand our
customers. I am ready to take on
more HR-related responsibilities. I began serving as the lead
customer success trainer and
helped my manager onboard nine new representatives. I would
like to understand the call
center's company goals and work with my manager to shift the
call center culture to a more
employee-centric workplace. Many call center workers have
been here less than two years
(27.5 %), and most call centers run an average 30–45%
turnover. Let's focus on retention. I
believe that additional sales training and education about our
products would help me

29. increase my up-selling performance in line with company
expectations. I want to discuss a
potential promotion to assistant customer success manager.
Skill Level: Not
Skilled:
Minimally
Skilled:
Somewhat
Skilled:
Skilled: Very
Skilled:
Your level of
experience
demonstrating
each competency
I have
not
learned
this
skill
I have little
experience
demonstrating
this
competency
and need

30. substantial
direction to
perform it
effectively
I have some
experience
demonstrating
this
competency
but still need
guidance
I have a good
amount of
experience
demonstrating
this
competency
independently
I always
demonstrate
this
competency
and could
provide
guidance/
training to
others
Leadership Skills ✔
Strategic
Thinking Skills

31. ✔
People
Management Skills
✔
Change
Management Skills
✔
Communication
Skills
✔
Ethical Practice ✔
Tech Savvy
/Computer Skills
✔
Fostering
Teamwork
✔
Visioning ✔
Self-Awareness and
Emotional
Intelligence (EQ)
✔

32. Cross-Cultural
Awareness
✔
Learning Agility ✔
MBA 687: Employee Engagement Surveys
Response Rate
The survey response rate is the first indication of the level of
employee engagement
in any organization. Of the 140 employees invited to take the
survey, 40 responded,
which is a response rate of 28.5%. As a rule, rates higher than
50% are best, while
rates lower than 40% may indicate trust problems within the
organization, lack of
faith in leadership, and employees’ reluctance to engage in
improvement efforts
until leadership demonstrates a clear commitment to change.
Company Data
1. Years of service with this organization
Less than 1: 52.5% of respondents
1–2: 27.5% of respondents
3–5: 15% of respondents
6–10: 2.5% of respondents

33. 11–15: 0
16+: 0
Prefer not to answer: 2.5% of respondents
2. My race/ethnic identification
African American or Black: 60% of respondents
Hispanic or Latino/a/x: 12.5% of respondents
Anglo American or White: 12.5% of respondents
Asian: 5% of respondents
American Indian or Pacific Islander: 0
Multiracial or Other: 7.5% of respondents
Prefer not to answer: 2.5% of respondents
3. I am currently in a supervisory role
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 2.5% of respondents
4. I received a merit increase during the past two years
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 5% of respondents
5. I received a promotion during the past two years
Yes: 7.5% of respondents

34. No: 90% of respondents
Prefer not to answer: 2.5% of respondents
6. I plan to be working for this organization in one year
Yes: 60% of respondents
No: 12.5% of respondents
Prefer not to answer: 27.5% of respondents
Employee Engagement Questions
Professional Development:
x In the last six months, my manager has talked to me about my
progress, and
we developed goals to help me grow.
o 36% agreement
x I am satisfied with the on-the-job training I have received.
o 27% agreement
x There is adequate cross-training in my department.
o 36% agreement
Company Vision, Values, and Mission:
x I am familiar with the company’s vision and values.
o 26% agreement
x I have a clear understanding of the organization’s direction.
o 36% agreement
x The organization is changing for the better.

35. o 26% agreement
Teamwork or Workgroup:
x I receive the support I need from employees in my workgroup
to do my job
effectively.
o 89% agreement
x My coworkers make me feel that I am part of the team.
o 78% agreement
x I trust my coworkers.
o 83% agreement
x My workgroup cooperates to get the job done.
o 73% agreement
Senior Leader/Middle Manager:
x Senior leaders focus on creating a positive team atmosphere.
o 36% agreement
x Senior leaders are open, honest, and transparent.
o 36% agreement
x Senior leaders encourage and empower me to take initiative
and suggest
improvements.
o 26% agreement
x My middle manager is open, honest, and transparent.

36. o 70% agreement
Culture:
x This company is a team-oriented organization.
o 36% agreement
x This company challenges the status quo and seeks continuous
improvement.
o 18% agreement
x Employees have a strong sense of personal responsibility for
the
performance of their department and the performance of the
company.
o 80% agreement
x Overall, people care about my well-being at work.
o 34% agreement
Work Environment:
x I see the connection between the work I do and the benefits
received by
customers.
o 65% agreement
x I have enough authority to make the decisions I need to make.
o 36% agreement
Communications:
x I usually hear about important changes through management

37. communication
rather than rumors.
o 36% agreement
x In my workgroup or team, my opinions count.
o 72% agreement
Diversity:
x The company tries to promote a work environment free from
discrimination
and harassment.
o 41% agreement
x The environment at the company is supportive of the
expression of different
opinions, styles, and perceptions.
o 18% agreement
x I am satisfied with the company’s efforts to support and
encourage
differences.
o 34% agreement
Productivity:
x The technology, tools, and resources I have access to allow
me to be as
productive as possible.
o 83% agreement

38. x Staffing levels have kept up with the increasing customer
base, workload, and
infrastructure.
o 26% agreement
x Deadlines set by senior management are realistic.
o 18% agreement
x I am given the opportunity to do my best work.
o 26% agreement
Performance Management:
x I have a clear understanding of work expectations.
o 60% agreement
x My performance has a significant and direct impact on my
pay.
o 26% agreement
MBA 687
Campbell Soup Company Case Study
This case study explains how the Campbell Soup Company
provides new managers
with the opportunity to develop their leadership abilities fully.
As part of an initiative to provide leadership training to attract
and retain highly

39. skilled contributors to the workforce, the Campbell Soup
Company supplies
employees with resources and the framework to learn from
executives of their
leadership team.
The company also practices a Pay It Forward belief system,
wherein senior leaders
actively participate in course instruction. Through participation
in this program, C-
suite leaders can express support for training, attend training,
use goal-setting
activities, adopt model behaviors, use action plans, and give
trainees time to practice
new skills, and offer praise and recognition for learning.
The program’s two-year leadership commitment is immersive
and is an investment
in building leadership skills to manage global workforces. Real-
life experiences
shared by other leaders' journeys are a high point of this
program. Other training
strategies of this program include letter writing to gain
acceptance to the program,
360-degree feedback, and networking to strengthen the entire
process.
Campbell’s training techniques are blended, including diverse
literature, homework,
self-awareness techniques, high collaboration, and coaching.
References for source material and further research
• Duncan, R. D. (2014, September 18). How Campbell’s Soup’s

40. former CEO
turned the company around.
Fast Company. https://www.fastcompany.com/3035830/how -
campbells-
soups-former-ceo-turned-the-company-around
• Galagan, P., & Bingham, T. (2011, March 13). M’m m’m
good: Learning and
performance at Campbell Soup Company.
T+D Magazine. https://www.td.org/magazines/td-magazine/mm-
mm-good-
learning-and-performance-at-campbell-soup-company
• Reardon, N. (2011, March 1). Making leadership personal.
T+D Magazine, 65(3), 44–50.
https://ezproxy.snhu.edu/login?url=https://search.ebscohost.com
/login.aspx
?direct=true&db=edsbig&AN=edsbig.A254244503&site=eds-
live&scope=site
• Riggs, E., & Levine, D. (2011, September 29). Focus forward:
Building leaders
at Campbell’s Soup Company [Company presentation], CPP.
https://shop.themyersbriggs.com/pdfs/Building_Leaders_at_Ca
mpbells_9_2
9_11.pdf