Women only employee benefits

•

1 like•317 views

This document discusses women-only employee benefits offered by some companies and debates whether they help break the glass ceiling or accentuate it. It examines egg-freezing benefits offered by Apple and Facebook and questions if exclusive perks treat women as second-class or help further their careers. The objectives are to examine gender pay differences in India, discuss questionable new HR practices like egg-freezing, and debate if special benefits accentuate barriers or help women. The case can be used to teach about employee benefits and compensation in HR courses.

Recruiting & HR

WOMEN-ONLY EMPLOYEE BENEFITS
This case flyer and the base article1
can be used for understanding the concept of designing HR
practices exclusively meant for women employees/executives. Do women employees get relegated
to being second-class citizens in such instances? One of the recent yet questionable practices has
been the ‘egg-freezing’ perk doled out by two of the silicon valley-based companies – Apple Inc.
and Facebook Inc., to their women employees. While many may opine that the only way to
break the glass ceiling is to encourage women to pursue sustainable and equal-footed careers and
dole out several exclusive perks in the process, several others question whether treating them
separately would only accentuate the glass ceiling effect rather than abating it.
Pedagogical Objectives
• To examine the prevalence and extent of pay differences based on gender in India
• To discuss and debate on some of the new age (‘questionable’) HR practices for women
executives, especially in the light of the ‘egg-freezing’ perk offered by a few silicon
valley-based companies
• To discuss on the practice of doling out a few exclusive perks to women employees and
debate on whether the same can tantamount to unwarranted differential treatment that
might accentuate the proverbial glass ceiling barrier than abating it?
Positioning and Setting
The Case Flyer can be used to teach the concept of ‘Employee Benefits and Services’ in the
‘Compensation’ module of any Human Resource Management course.
ABSTRACT
© www.etcases.com
1
Rajyasree Sen, “What Next? Divorce Fees?”, http://blogs.economictimes.indiatimes.com/et-citings/what-next-divorce-
fees/, October 21st
2014, (accessed date: October 29th
2014)

Similar to Women only employee benefits

Jones: Introduction To Business: How Companies Create Value for People I. The Environment of Business 3. Entrepreneurs, Managers, and Employees © The McGraw−Hill Companies, 2007 C H A P T E R 3 Learning Objectives After studying this chapter you should be able to: Entrepreneurs, Managers, and Employees WHY IS THIS IMPORTANT Do you want to start a new business and be your own boss? Maybe you picture yourself working on a product development team at Xerox to bring a new printer to market. How are entrepreneurs different from managers? Think of yourself as a product that you will bring to the labor market. Whether your goal is to be your own boss or to be a CEO, how will you develop a competitive advantage and maintain it through different stages in your career? How will your career opportunities be affected by environmental factors such as changes in technology and globalization? This chapter will explain how people create value in organizations through the functions of planning, organizing, leading, and controlling. Although there may be differences depending on the size, nature, and your position in a business, you will need to know how to increase an organization’s effectiveness and efficiency in order to advance your own goals. ?1. Describe the nature of entrepreneurship and the kinds of entrepreneurial opportunities that can increase the profitability of business commerce, occupations, and organizations. 2. Identify how the process of creative destruction leads to the emergence of new companies, the decline of established companies, and raises a society’s standard of living. 3. Appreciate the problems involved in aligning the interests of a manager with those of a company’s owners. 4. Distinguish between the three different levels of managers and understand the different roles they perform to increase efficiency, effectiveness, and profitability. 5. Differentiate between two main approaches employees can take to their jobs and the way their performance affects their long- term career prospects. Jones: Introduction To Business: How Companies Create Value for People I. The Environment of Business 3. Entrepreneurs, Managers, and Employees © The McGraw−Hill Companies, 2007 make it easier for others to do so, too. By 1994, however, it had become clear to Yahoo!’s cre- ators that they could make money from their directory if they allowed companies to advertise their products on the site. Because the Internet was rapidly expand- ing, Filo and Yang realized they had to move quickly to capitalize on Yahoo!’s popularity. Although their directory was the first of its kind to be up and running, they knew it could be imi- tated by other entrepreneurs. Indeed, competitive search-engines like Altavista had already emerged. The virtue of Yahoo!, however, was that unlike having just a search engine, sites were handpicked for their usefulness. In other words, Filo and Yang had already done the leg- ...

Jones Introduction To Business How Companies Create Valu.docx

priestmanmable

Read the case study below and answer the following questions in a 3-4 page paper in APA format (not including the cover page and reference page). Note that you must conduct research and your paper must have 3 scholarly references. This means that you must locate peer-reviewed articles. Be sure to support your opinion with evidence using the chapter concepts: 1. Do you think a new approach to leadership is necessary in the new South Korea? Or should Koreans stick to their traditional approach that brought them to where they are? Note that Lee Kun-Hee of Samsung (see above) resigned as CEO in 2008 after a massive slush fund scandal at Samsung. He returned in 2010 from disgrace to again lead the firm and is still leading it at the time of writing this publication. And he’s clear about the issue: “We’re in a crisis now. No one knows what will become of Samsung. Most of our products will be obsolete in ten years. We must begin anew.” Way back in 1992, Mr. Lee used the same rhetoric as a harbinger of his traditional style (“Samsung is a second class company … employees should change everything but their wife and children”). Samsung has taken sides on this issue, with a clear preference for the traditional leader-emanating style. What’s your view? 2. Not all Korean firms have kept a traditional leadership approach. Others are starting to use non-traditional approaches as noted above. What sorts of things are SKT and LG doing and what are the results there? 3. What specific things could these firms import from other countries to unfreeze this purported stodgy, hierarchal, family-style leadership? 4. Importing a different style is far from a panacea. As discussed in this chapter, a different style can be prone to problems when applied poorly across culture. What are some of these problems that could be anticipated if a more Western style is used? And, if we take the statements of KT above at face value, what could they and others do to overcome the resistance to new, non-traditional leader styles should they choose to use these? Old Habits Die Hard: Can South Korean Companies Loosen Up Their Leadership? Many Western companies want leaders who encourage ideas, innovation, and speedy decision making. But leadership in Asia conjures up words like order, paternalism, and formality. That certainly describes the leadership approach in many large Korean companies over the past 50 years. Over this half century of great economic success, the power to make key decisions was concentrated at the top of rigidly bureaucratic corporate structures. And these structures were themselves tied to larger interrelated and co-owned conglomerates—the Korean chaebol system. These massive industrial groups are often run by rich, inscrutable families who live much like royalty in South Korea. For example, the Lee family is the head of Samsung Electronics—a group whose products account for nearly 20% of the country’s gross domestic product. Other major company groups i.

Read the case study below and answer the following questions in .docx

apatrick3

Instructions: Article Application Essays Per course schedule (computer-printed copy, beginning of class) 2 to 3 hours per essay 50 each Five point per day deduction 40 points content and application, 10 points writing (clear, concise, correct) This assignment will introduce you to two articles from the field of strategic management. In addition, you will research and select one additional article. For each article, prepare a one-page application essay. Avoid summarizing the article. Instead, identify key concepts in the article that are particularly meaningful in context of your current (or past) organization. Explain why the concepts are significant to you and how you could apply them. You can also make application to the Capstone simulation. Formatting requirements: 1. 12 point font, 1-inch margins. 2. Name, date, and article citation at the top of the paper; use APA style for article citation. 3. Left justified, single space within paragraphs, double space between paragraphs. The student essay on the following page provides an example of both content and format. Note the formatting below represents correct APA style. Article One Porter, M.E. (1996, November-December). What is strategy? Harvard Business Review, 61-78. Strategy and the Chief Learning Officer Millbrook Distribution Services Verna J. Willis and Gary L. May In the views of the originator of the chief learning officer (CLO) concept— Willis—and the first practitioner—May—the role a CLO must fulfill is different from a knowledge manager’s role. A CLO is much more deeply engaged in the social learning and social communication processes that make a learning organization. Many honest effor ts have been made to untangle the roots of the CLO concept, the intended purpose, the qualifications, and above all, the future of the position. Here the pioneers write to set the record straight, discussing how the role of the CLO was conceived, where and why it was implemented, and what it has meant for Millbrook Distribution Ser- vices. They demonstrate that the CLO role is not just a Fortune 500 phenomenon, but has application to smaller companies as well. Background The chief learning officer is fast becoming a strategic, lead player in the drama of today’s business organizations. The histori- cal nature of the Millbrook case study makes it important to set the stage a bit differently. Theor y is often born and gains its credibil- ity through interplay with practitioner experience, and this is the situation with the Millbrook case. Thus theor y about the practice of a CLO as well as the real-world practice itself play balanced parts in how the case has developed and how the position of the CLO at Millbrook continues to evolve. Willis first articulated the need for a CLO in a 1991 article published in the fledgling Human Resource Development Quarterly. This Strategy and the Chief Learning Officer 1 This case was prepared to serve as a basis for discussion rather than to il.

InstructionsArticle Application Essays Per course schedule (com.docx

dirkrplav

Product to Knowledge Economy

Sundeep Bhola

TermPaperFinalVersion

Jon Balin, MBA

104768846 employees-retention

Myadari Manoj

8B16M040 Teaching Note APPLE AND ITS SUPPLIERS: CORPORATE SOCIAL RESPONSIBILITY Sun Hye Lee, Michael J. Mol, and Kamel Mellahi wrote this teaching note as an aid to instructors in the classroom use of the case Apple and Its Suppliers: Corporate Social Responsibility, No. 9B16M040. This teaching note should not be used in any way that would prejudice the future use of the case. Copyright © 2016, Richard Ivey School of Business Foundation Version: 2016-03-22 SYNOPSIS In a 2014 documentary, Apple Inc. (Apple), the California-based multinational technology company known for its innovative hardware, software, and online services, was implicated in alleged human rights violations at Pegatron, a large Apple supplier that specialized in the assembly of iPhones. These allegations followed similar well-publicized violations in 2009, at Foxconn, another major Apple supplier. Although Apple had promised to overcome these issues, the situation had clearly proven to be difficult to overturn. The case explores Apple’s options in response to these new violations. Should it have neglected the accusations and pointed to its existing efforts? Could it have done more? Should it perhaps have revised its offshoring and outsourcing strategy? Was the blame attributed to Apple fair? The case offers insights into the complexity of corporate social responsibility issues in cross-border, inter-organizational settings. TEACHING OBJECTIVES The case offers students the opportunity to examine in depth the challenges Apple faces in managing offshore and outsourced operations, especially in terms of how these challenges affect corporate social responsibility (CSR) outcomes. Set against the backdrop of two major CSR failures, Apple is possibly the world’s best example for this purpose because of both the high expectations it faces and the plentiful financial and other resources it has available to tackle this problem. The lessons from this case study apply to a wide range of firms engaged in offshoring and outsourcing and to the management of CSR across institutional and organizational boundaries. POSITION IN COURSE This case can be used in courses at undergraduate, graduate, and executive levels. The case is most suitable in ethics and CSR courses but is also suitable in courses on strategic management, international business, and operations management. It can also be used in general courses and in more specialized courses, for This publication may not be transmitted, photocopied, digitized, or otherwise reproduced in any form or by any means without the permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights organization. Page 2 8B16M040 instance, in courses on global supply chain management, outsourcing, or CSR implementation. It is especially useful for highlighting the complexities of managing in a global context and acro.

8B16M040 Teaching Note APPLE AND ITS SUPP.docx

poulterbarbara

8B16M040 Teaching Note APPLE AND ITS SUPP.docx

ShiraPrater50

Unit 2 A. Visit the "Competitive Advantages" page of the Robert K. Greenleaf Center for Servant Leadership website at https://www.greenleaf.org/winning-workplaces/workplace-resources/research-studies/competitive-advantages/ and review the articles indicating ways that servant leadership helps organizations gain competitive advantage. Using that information along with the Topic Materials, discuss how servant leadership contributes to competitive advantage in contemporary organizations. Provide specific industry examples of companies that have thrived as servant leaders. B. One of the challenges often faced by nonprofit organizations is financial viability. Consider how the service leadership model can make a nonprofit organization competitive in ways that are not profit driven. In your post, discuss whether or not the value the nonprofit provides to the community and the greater good is professionally appealing enough to make you want to explore as a career opportunity despite the fact that in many cases than the personal and financial gains offered by nonprofits may not match what is available in for-profit organizations. RESOURCES Electronic Resource 1. "Servant Leadership" – Serve to Be Great Read "'Servant Leadership' – Serve to Be Great," located on the Intellisource website (2015). http://www.intellisource.com/2015/02/servant-leadership-serve-great/ 2. 1 Little-Known Advantage Most Investors Miss Read "1 Little-Known Advantage Most Investors Miss," by Lomax, located on The Motley Fool website (2014). http://www.fool.com/investing/general/2014/10/23/1-little-known-advantage-most-investors-miss.aspx 3. At Their Service Read "At Their Service," by Drake, located on the Smart CEO website (2013). https://web.archive.org/web/20160610105450/http://www.smartceo.com/wawas-ceo-servant-leadership/ 4. DOs & DON'Ts of Servant Leadership Read "DOs & DON'Ts of Servant Leadership," located on the Ritz-Carlton Leadership Center website (2015). http://ritzcarltonleadershipcenter.com/2015/09/dos-donts-of-servant-leadership/ 5. Leadership Expert Simon Sinek on Putting Others First View "Leadership Expert Simon Sinek on Putting Others First," located on the YouTube website (2014). https://www.youtube.com/watch?v=YNkOKV5xItI&list=PLfoeIlbBnyWtLECFmCAf_u2IUoXbrtuN_&index=2 6. Servant Leadership Sustains Competitive US Manufacturing Advantage Read "Servant Leadership Sustains Competitive US Manufacturing Advantage," by Martin, located on the Industry Today website (2012). http://industrytoday.com/article_view.asp?ArticleID=we385 7. Servant Leadership: A Path to High Performance Read "Servant Leadership: A Path to High Performance," by Hess, from The Washington Post (2013). http://www.washingtonpost.com/business/capitalbusiness/servant-leadership-a-path-to-high-performance/2013/04/26/435e58b2-a7b8-11e2-8302-3c7e0ea97057_story.html Website 1. Ame ...

Unit 2A.Visit the Competitive Advantages page of the R.docx

gibbonshay

Leadership Gap

Paul Reagan

TheThirdWave.pdf

DevikaShenoy1

Write an extended essay on a topic of your choice from the Business and Management syllabus of the IB diploma. Your paper must follow all the International Baccalaureate (IB) Diploma Program guidelines. You will be assessed on the extent to which your work demonstrates a mastery of advanced academic skills in the area of study. For instance, the rubric will examine the analysis and presentation of information. The ability to construct and evaluate arguments as well as the creativity in solving problems will be assessed. Your essay should utilize a broad field of knowledge and apply concepts in the chosen field. An application of standard methods of data analysis and presentation will be evaluated. Your essay will be graded based on the extent to which the following items will be clearly stated and discussed.

IB Extended Essay Sample on Apple Inc

Writers Per Hour

Question 2: Discuss working conditions around the world. What challenges face multinational corporations? What approaches are companies using to establish fair labor standards? Which approaches might work better than others? Please use the below lecture note to guide your response. Minimum of 2 academic references and 1 data for appendix, it could be a graph or table or piechart (2 and half pages NOT double spaced). Working Conditions around the World Much of this chapter has focused on the employment relationship, and the legal and ethical norms governing it, in the United States. Workplace institutions differ dramatically around the world. Laws and practices that establish fair wages, acceptable working conditions, and employee rights vary greatly from region to region. As illustrated by the opening example of this chapter that described a Nike contract factory in China, these differences pose a challenge to multinational corporations. By whose standards should these companies operate? Recent headlines have turned the public’s attention to the problem of sweatshops, factories where employees, sometimes including children, are forced to work long hours at low wages, often under unsafe working conditions. Several well-known companies in addition to Nike, including Wal-Mart, Disney, and McDonald’s, have been criticized for tolerating abhorrent working conditions in their overseas factories or those of their contractors. In recent years, student groups have pressured companies by rallying to prevent their colleges and universities from buying school-logo athletic gear, clothing, and other products made under sweatshop conditions. Fair Labor Standards The term labor standards refers to the conditions under which a company’s employees—or the employees of its suppliers, subcontractors, or others in its commercial chain—work. Some believe that labor standards should be universal; that is, companies should conform to common norms across all their operations worldwide. Such universal rules are sometimes called fair labor standards. For example, such standards might include a ban on all child labor, establishment of maximum work hours per week, or a commitment to pay a wage above a certain level. Others think that what is fair varies across cultures and economies, and it is often difficult to set standards that are workable in all settings. For example, in some cultures child labor is more acceptable (or economically necessary) than others. A wage that would be utterly inadequate in one economic setting might seem princely in another. In some countries, unions are legal and common; in others, they are illegal or actively discouraged. In the face of growing concerns over working conditions overseas, a debate has developed over how best to establish fair labor standards for multinational corporations. Several approaches have emerged. Voluntary corporate codes of conduct, described in detail in Chapters 6 and 7, can include labor standards that co ...

Question 2 Discuss working conditions around the world. What chal.docx

wraythallchan

Apple Inc

Becky Gilbert

This Case Flyer and the base article1 can be used to understand the importance of referral schemes as a part of scouting for the right talent. Highly suited for discussion on recruitment, this Case Flyer also enables a discussion on the pros and cons of referral schemes. With several startups and established companies doling out several innovative gifts – from iPads, iPhones, Harley Davidsons, to sponsoring foreign holidays – the referral schemes definitely help to connect with and recruit the right talent. However, many question if employee referral schemes end up promoting an inappropriate behavior among the referring and referred employees. How would employee referral schemes impact employee loyalty? Why are employee referral schemes relatively popular amongst younger employees, than the older employees? Why are employee referral schemes encouraged more in startups?

Trends in employee referral plans

etcases

Issues and challenges of women in management

Sunit Mondal

Create Great Job Descriptions

Nancy J Hess

CCA_Leaders and Corporate Culture Insight Paper

RMWildman

Bagali MM, Case Study

dr m m bagali, phd in hr

Week 7: Culture and/or Climate in the Workplace—Do They Matter? Using this week’s lesson and resources as a start, locate three research studies that support the premise that better managers are those who pursue an understanding of the culture and/or climate of their organization. Why does it matter to gain insight about the culture and/or climate in the workplace? Use online, peer-reviewed journal research (case study research is preferred) to inform your writing. Summarize the takeaways from the articles that can support greater skill in managing people. MGMT600 | LESSON 7 (this is this weeks lesson) BUSINESS MODELS DEALING WITH ORGANIZATIONAL CULTURE RELATING TO CUSTOMER SATISFACTION AND EMPLOYEE RETENTION INTRODUCTION Welcome to module week 7. This week we will research and explore the subject of corporate culture. The culture of an organization is similar to the personality of an individual as we explored in module week 6. A healthy corporate culture is one build on trust, fairness, and high ethical standards. An unhealthy corporate culture leads to a multitude of problems. Let’s get started. Assessing Corporate Culture Few topics in the field of compliance and ethics have generated more interest, and provoked more questions and concerns, than the topic of corporate culture—and rightly so. Compliance and ethics officers have every reason to be concerned about the new emphasis on culture. To many, the term itself is like air: It’s there, it’s vitally important, but it’s hard to describe and harder still to do much about. While it is true that corporate culture has long been recognized as having a critical impact on the effectiveness of compliance—the maxim that bad culture trumps compliance is, for example, well known—until recently few were held accountable for developing and maintaining an ethical corporate culture. That is beginning to change. But do compliance and ethics officers have the clout, resources or allies to do what must be done? What exactly are they supposed to do? What is the objective? What specific actions are required? In this article, we will examine specific steps that compliance and ethics officers can take to assess and improve their corporate culture. In Part I, we present suggestions for the initial phase of assessment: creating a process to identify your current corporate culture. In Part II, published in a subsequent issue, we provide a step-by-step process for evaluating the impact your culture has on the effectiveness of your compliance and ethics initiatives. Holding Companies and Individuals Accountable Paul Fiorelli, in a recent article in the Wake Forest Law Review (Fall 2004) summarized the increasing number of regulations and guidelines that refer to ethics and corporate culture and that are now being used to hold corporations and individuals accountable. The SEC, Congress, regulators, the Sentencing Commission, the New York Stock Exchange, the Department of Justice, rating agencies and others ha ...

Week 7 Culture andor Climate in the Workplace—Do They Matter.docx

helzerpatrina

Similar to Women only employee benefits (20)

Jones Introduction To Business How Companies Create Valu.docx

Read the case study below and answer the following questions in .docx

InstructionsArticle Application Essays Per course schedule (com.docx

Product to Knowledge Economy

TermPaperFinalVersion

104768846 employees-retention

8B16M040 Teaching Note APPLE AND ITS SUPP.docx

Unit 2A.Visit the Competitive Advantages page of the R.docx

Leadership Gap

TheThirdWave.pdf

IB Extended Essay Sample on Apple Inc

Question 2 Discuss working conditions around the world. What chal.docx

Apple Inc

Trends in employee referral plans

Issues and challenges of women in management

Create Great Job Descriptions

CCA_Leaders and Corporate Culture Insight Paper

Bagali MM, Case Study

Week 7 Culture andor Climate in the Workplace—Do They Matter.docx

More from etcases

This caselet's purpose is to introduce the participants/students to the concepts of Isoquants (the Production Function), Returns to Scale/Law of Variable Proportions and Economies and Diseconomies of Scale, through the workforce productivity dilemma faced by RK Constructions (RKC). RKC, an upcoming construction company based out of Hyderabad (India) enlisted the services of skilled migrant workers to tide over the shortage of workforce and to bolster the productivity as several industry experts suggested to Ravi Kumar (Ravi), Founder and CEO of RKC. However, Ravi is grappled with a new problem arising out of engaging the migrant workers...

Productivity Concerns at RKC: Production Function and Returns to Scale

etcases

The case study details the situation faced by Emerging Market Projects Department of Robert Bosch Engineering and Business Solutions India (RBEI), India in January 2014. RBEI, one of the Bosch group's subsidiaries in India, was established in 1998 at Bangalore, India. In 2004, RBEI had been tasked with designing and engineering mechatronic automotive products tailored specifically to meet the needs of emerging economies. Operations were integrated with two other Bosch entities, one which manufactured its engineered products and another unit which was in charge of regional coordination and external sales of the product. An important dimension of this success was their dedication to the process of innovative frugal engineering. Their ability to drive out the unnecessary costs and engineer robust and quality products to fit the unique demands of the emerging economies was significant to the needs of the entire automotive value chain. RBEI, had realised that the 'low lying fruit' of frugal engineering had been successfully harvested. To further maintain a commitment to driving down costs, there was a need for new external and internal market based solutions. The question was whether RBEI management was ready for such steps....

Robert Bosch Engineering, India (RBEI) – An Innovative Frugal Engineering

etcases

This case study introduces the participants/students to the concept and importance of choosing brand elements to build brand equity. Brand elements - name, logo, color, imagery, tagline, jingles and packaging - go a long way in building a brand's equity. Amul's umbrella brand, which is operational since 1967, offers interesting insights into the importance of choosing brand elements. While there are definite criteria for choosing brand elements - Memorability, Meaningfulness, Likability, Transferability, Adaptability and Protectability - How has Amul's brand been soaring on these criteria? What lessons do Amul's tactics for its brand elements offer for building sustainable and thriving brand equity? While Amul's 'utterly, butterly, delicious' girl became the country's darling, does its brand performance also reflect the brand's acceptance?

Amul’s ‘Utterly Butterly Delicious’ Brand Elements

etcases

Technology in the last decade has evolved exponentially with the mobile phone probably being the leader. India has the world's second highest penetration of mobile connections with 73.9 connections per 100 citizens. That is a startling statistic considering that the penetration of toilets in rural India is only 30.7%. For instance, one may believe that the people at the Bottom of the Pyramid (BoP) prefer mobiles to sanitation. However, given that a mobile is the way that the world communicates today, it is no longer a luxury but a necessity.

Inclusive Growth in a Mobile Way: m.Paani

etcases

The caselet intends to introduce the participants/students to the concept and importance of measurement and scaling in carrying out a marketing research project. In February 2015, Arun Prasad (Arun), a BBM (Bachelor of Business Management) graduate with distinction started an experiential and customer-centric bakery, Chennai Bakers, in Nungambakkam, Chennai. Based on his award-winning business plan and with encouragement from his Professor, friends and family, Arun had established Chennai Bakers' dealing in cakes, pastries, sandwiches, cookies, fruit juices and hot beverages like coffee and tea. For the first few months, the sales were very promising. However, the last two months' (July and August 2015) suddenly sales were plummeting at Chennai Bakers. A good friend, Raghu Ram, advised him to prepare a questionnaire to collect customer feedback. Arun prepared a questionnaire containing just six questions. After having collected the feedback from select customers, Arun was not sure how to process the data to arrive at appropriate conclusions. When Arun met Professor Francis Xavier (Prof. Xavier) and shared his dilemma, he stated categorically that the measurements and scales were not apt and the feedback exercise must be implemented all over again with appropriate measurements and scales. However, Arun required Prof. Xavier’s help in this regard, to achieve apposite conclusions.

Chennai Bakers’ Sales Concerns: Measuring and Scaling Dilemmas

etcases

This case flyer introduces the participants/students to three types of Elasticity - Price, Income and Cross Elasticity - along with Incidence of Taxation. The base article1 from The Economic Times estimates how the newly imposed service tax of 14% would impact three different types of services - Luxuries, Basic Services and Financial Services. This case flyer lets the participants to understand how different types of services behave differently to changes in prices, income and the prices of related goods (complements and substitutes). When a service tax is imposed the burden has to be borne either by the consumer (by way of increased prices) or the producer (by way of reduced margins) and this case flyer can be used to understand the accompanying incidence of taxation when a service tax is levied.

Service Tax Hike: Elasticity of Demand and Incidence of Tax

etcases

This case flyer is meant for understanding the concepts of Movements and Shifts in Demand and Supply curves. In the base article1, the four disruptive forces outlined, based on the book No Ordinary Disruption2 by the directors of the McKinsey Global Institute, point a major shift in the world economy by 2030. While the four disruptive forces - the age of urbanization, accelerating technological changes, challenges of an aging world, and greater global connections - may seem over simplified, they offer enormous business opportunities and challenges. While the business opportunities would influence the demand and supply curves of variety of goods, commodities and services, an endeavor has to be made to look through whether some of these seismic changes would end up 'shifting' or 'moving along' the curves. How to interpret the influence of these four disruptive forces to translate the same into demand and supply related actionable items?

Four Disruptive Forces: Movements and Shifts in Demand and Supply Curves

etcases

This case flyer and the accompanying article1 can be used to introduce the participants/students to the concepts of Law of Demand, Law of Supply and the elusive equilibrium between demand and supply. Presented through an intriguing, yet quite prevalent phenomenon, this case flyer debates on the high price differentials for a Hepatitis-C drug, Sovaldi. Produced by Gilead, while Sovaldi is sold at $84,000 for a 12-week treatment in the US, the same drug is available at $1000 in India. Mylan Pharmaceuticals - one of the five Indian generic drug manufacturers allowed to manufacture and distribute Sovaldi in India - makes it available at $1000. Enamored with huge price differentials, customers like Greg Jefferys from Australia, travel all the way to India for treatment. All at a total cost of $3000 which includes travel, boarding and lodging during the treatment. What explains this spiraling price differential? How can there ever be equilibrium between demand for and supply of Sovaldi? Can there be an equilibrium market clearance price?

Demand and Supply Disequilibrium of Gilead’s Sovaldi

etcases

This caselet is meant to understand three types of elasticity of demand - Price, Income and Cross Elasticity of Demand. Presented through a management trainee, Anita's first three months at her new job, this caselet presents several of her elasticity-related experiences. While her residence selection explains the price elasticity of demand, her changed brand preferences reflect the income elasticity of demand and her decision to purchase a two-wheeler highlights the cross elasticity of demand. Each of these episodes can be used to discuss and debate on the concept and contours of each of the three types of elasticity of demand. While each of the three types of elasticity of demand has sub-types, this caselet can also be used to examine the revenue relationships based on the elasticity type.

Anita’s First Three Months at BEEPL: Elasticity Experiences?

etcases

This case frame is meant to introduce the participants/students to the basic building blocks of Brand Management. With very carefully chosen and relevant pictures/advertisements which indicate Hidesign brand's meteoric rise in building a premium leather brand, this case frame attempts to lay out all the critical elements of building a sustainable brand. The accompanying pictures, based on the idea of less is more, enable the participants/students to connect the dots between the four building blocks of strategic brand management process: (a) Identifying and establishing brand positioning; (b) Planning and implementing brand marketing programs; (c) Measuring and interpreting brand performance and (d) Growing and sustaining brand equity. As this case frame is meant to be positioned as an inaugural case in Brand Management course, a clinical analysis of the pictures provides an overview of all the critical elements of brand management.

Hidesign’s Strategic Brand Management

etcases

This case study is meant to introduce the participants/students to the subject matter and scope of Marketing Research as a discipline. Positioned to be the inaugural case in Marketing Research course, this case study enables an exposure to the richness of rigor and deep interconnections vis-à-vis the business decisions landscape. This case study, through the dilemma of Newton Advertising and Consulting Pvt. Ltd. (NAC), outlines the broad contours of Marketing Research subject. When approached by a B2B textile manufacturer Smartwear to undertake a Marketing Research for its newly planned ethnic wear for men, NAC was in a dilemma whether to undertake the assignment or not. John Mathews, Strategy Director, NAC, was not sure what would the Marketing Research business practice entail. Atul Jain, a marketing research enthusiast, provides him with a broad marketing research canvas. John was not convinced with Atul's reurging to take up Smartwear's marketing research assignment, let alone marketing research as a Business Practice.

Smartwear’s Marketing Research Proposal: NAC’s Dilemma

etcases

This case frame introduces the participants/students to different Marketing Programs designed to build Brand Equity. Based on BMW India's advertisement1, this case frame elaborates on four key elements of Designing Effective Marketing Programs - New Perspectives on Marketing, Product Strategy, Pricing Strategy and Channel Strategy - to build Brand Equity. The advertisement would have passed off as a mere announcement but what does a clinical analysis of the chosen advertisement highlight about BMW India's marketing programs? While BMW had been operating in India since 2006, BMW started manufacturing in Chennai, India in June 2015. The case frame also focusses on how BMW, building on its illustrious legacy, had been building its brand equity in India with its marketing programs.

BMW India - Designing Marketing Programs to Build Brand Equity

etcases

TinyTech's story is about creating an affordable ecosystem making a difference to the people at the Bottom of the Pyramid applying the Gandhian philosophy. TinyTech Plants was established in 1982 by Veljibhai Desai, a mechanical engineer and a law graduate. The motive behind starting TinyTech was to develop and manufacture affordable rural machineries. Desai a fervent Gandhian, imbibed Gandhian ideology on industrialization in the conduct of his day-to-day business. Today, TinyTech is engaged in manufacture, export and supply of a wide range of affordable agricultural process equipment. Another firm associated with TinyTech is Aadhunik Global Energy, established in 2002, basically engaged in manufacture and development of low-cost renewable energy technologies. The annual turnover of TinyTech in 2013-2014 was ₹4 crore (including the export business of Aadhunik Global Energy).

TinyTech Plants: Is Small Beautiful?

etcases

Rural Relations is a case study on Social Entrepreneurship with the twin objectives of creating social impact and being sustainable by being profitable. Pradeep Lokhande (Pradeep) demonstrates the importance of innovating along the way in the face of challenges in setting up field operations in rural India. Pradeep undertook a journey for his organization covering 40,000 villages of which he personally visited 4000. He tried to understand rural India's administrative methodologies, markets and the bazaar-haat systems and the education system. In his journey, he established direct contact with opinion makers in villages and started recording details of the local economy. In 1996, he acquired his first customers, Tata Tea and Parle, to delve into the data that he had collected. Since then there has been no turning back.

Rural Relations: A Socially-Driven Organization

etcases

This caselet can be used to discuss whether the HR departments have extended responsibility of arresting the practice of child labor. In India, 4.5 million children (according to 2011 census) were reportedly employed but the unreported numbers are mindboggling. While many government and non-governmental organizations were working towards the eradication of this social malice, corruption among the enforcement authorities, illiteracy of the parents, poverty, adult unemployment, and many other factors kept the practice of child labor prevalent in the country. Can Indian companies and their HR departments play a proactive role to abate the prevalence and occurrence of child labor?

Child Labor in India: Role of Company HR

etcases

This caselet describes employee attrition concerns faced by the Founders of Develop Computing, N. Gopi and M. Anjaneyalu. The caselet highlights the various issues like absenteeism, employee turnover, etc. The Founders try to analyze the issues by interviewing the employees who were in the process of quitting as well as those who had already quit and take corrective actions, if any. After making certain changes in the norms, there was a reduced turnover and absenteeism. However, the challenge now staring at Develop Computing was whether such flexible work environment would be beneficial or would it prove to be a debacle?

Managing Employee Turnover

etcases

This Case Flyer and the accompanying article1 enable a discussion on the nuances of job interviews. The Case Flyer helps understand the purpose of a job interview and also the process of the same with certain pertinent questions. It triggers a debate whether an individual is hired only for his/her skills or knowledge or for other soft attributes such as attitude. Broadly, it focuses on the necessity of a job interview and the ways to conduct an effective job interview. It helps identify the ways in which information about a candidate can be gathered during an interview even without asking objectionable questions such as those related to age, religion, marital status, etc. This case flyer can be suitably used to teach the concept of interviewing candidates.

Interviewing Candidates

etcases

This case flyer, based on the accompanying article published in The Economic Times1, is meant to introduce the participants/students to the concept of Cross-Cultural Consumer Behavior. With the underlying concepts of Country of Origin, Country of Design, Country of Manufacture and acculturation, this case flyer presents how some of the Chinese global mobile brands (Xiaomi, Gionee, OPPO Mobile and Lenovo) have carved a niche for themselves in the Indian market with their focused and differentiated strategies. Most importantly, how could these late entrants prompt Indian consumers' acculturation giving them heads-up in the market? Since all these Chinese mobile brands carry the baggage of "Made in China-Sold in India", how did they overcome the incumbency threat in the Indian market?

Chinese Mobile Brands and Cross-Cultural Consumer Behavior

etcases

Hector Beverages’ Paper Boat: Diffusing Innovation Through “Drinks And Memori...

etcases

Fifth in a series of six caselets on Pay for Performance and Financial Incentives, this caselet is meant to understand the importance of organization-wide incentive plans. Siddarth Ray (Ray) established Ray Tech Pvt. Ltd. (Ray Tech) in January 2011. The company designed a software for doctors and clinics to store, access (from anywhere) and share healthcare records with other doctors. The company also launched a website through which patients can search for doctors and book appointments. However, the company’s projects were getting delayed on a regular basis. The management found lack of cooperation and coordination between the technical team and the marketing team. In order to motivate the two teams to work in sync with each other, Ray Tech’s management decided to go for an organization-wide incentive plan using the Scanlon Benefit Sharing Formula.

Pay for Performance and Financial Incentives (E): Team and Organization-wide ...

etcases

More from etcases (20)

Productivity Concerns at RKC: Production Function and Returns to Scale

Robert Bosch Engineering, India (RBEI) – An Innovative Frugal Engineering

Amul’s ‘Utterly Butterly Delicious’ Brand Elements

Inclusive Growth in a Mobile Way: m.Paani

Chennai Bakers’ Sales Concerns: Measuring and Scaling Dilemmas

Service Tax Hike: Elasticity of Demand and Incidence of Tax

Four Disruptive Forces: Movements and Shifts in Demand and Supply Curves

Demand and Supply Disequilibrium of Gilead’s Sovaldi

Anita’s First Three Months at BEEPL: Elasticity Experiences?

Hidesign’s Strategic Brand Management

Smartwear’s Marketing Research Proposal: NAC’s Dilemma

BMW India - Designing Marketing Programs to Build Brand Equity

TinyTech Plants: Is Small Beautiful?

Rural Relations: A Socially-Driven Organization

Child Labor in India: Role of Company HR

Managing Employee Turnover

Interviewing Candidates

Chinese Mobile Brands and Cross-Cultural Consumer Behavior

Hector Beverages’ Paper Boat: Diffusing Innovation Through “Drinks And Memori...

Pay for Performance and Financial Incentives (E): Team and Organization-wide ...

Recently uploaded

Webinar - How to Implement a Data-Driven Compensation Strategy

PayScale, Inc.

CI or FS Poly Cleared Job Fair Handbook | May 22

ClearedJobs.Net

Paterson Framework of Job Evaluation at Workplace

doris1012

How did the job market change in April 2024? Selected aspects: Europe (38 countries): +3.91% = 25 European countries saw an increase. What do the other market signals tell us? Here’s a preview of what we have analyzed so far: - gathered 17 850 data points - received over 500 insights from Executives & HR Directors - published 106 monthly reports, 851 daily updates & 13 special reports - tracked 80 countries around the world for 47 months Check out our post summarizing the changes across 80 countries worldwide for April 2024! It also includes tips for employers and employees – covering e.g. CV for ATS: https://blog.careerangels.eu/market-signals-global-job-market-trends-april-2024-summarized/ #Markets #Jobs #Europe #CareerAngels

Market Signals – Global Job Market Trends – April 2024 summarized!

Career Angels

Understand that with the use of Human Resources Management Software (HRMS) you will receive a secure solution for handling any confidential employee related information and also high level of confidentiality will be maintained. Become familiar with the importance of data security in human resource management while exploring the aspects of HRMS that guarantee data safeguarding. Through the compliance with norms, employee self-service portals, and AI-powered HRMS solutions the future of HR will be through this system. Discuss about the benefits of such a software, in terms of process streamlining, insuring compliance, and creating an environment in which employees can trust and feel comfortable in the organization due to transparent and up-to-date data.

Data Security Matters: Ensure Confidentiality with Human Resources Management...

HRMantra Software Pvt. Ltd

Emotional Intelligence and You - Gauri Das

HROne

Describing major approaches to job design

Dr. P. WIlliam

Presentation Title: AI & Labor Markets Presenter: Joaquim Jorge Description: Explore the transformative impact of Artificial Intelligence (AI) on labor markets in this comprehensive presentation by Joaquim Jorge. This insightful slideset delves into the opportunities and challenges that AI integration brings to various industries, highlighting key AI techniques and their real-world applications. Bias in Hiring and Firing: The presentation critically examines biases in AI systems used for hiring and firing decisions: Hiring Bias: Instances where AI systems, like LinkedIn’s recommendation system and OpenAI's GPT, have shown biases in résumé ranking and job advertisements, including gender bias and cost-efficiency algorithms inadvertently favoring male candidates. Firing Bias: AI's role in monitoring productivity and making termination decisions, with examples from Amazon’s “Time off Task” system and Uber’s driver performance metrics, highlighting unfair terminations affecting minority groups. Mitigation Strategies: Bias Audits: Regularly auditing AI systems to identify and mitigate biases. Diverse Training Data: Ensuring training data are diverse and representative of all demographic groups. Human Oversight: Implementing human oversight to review and validate AI decisions. Explainable AI (XAI): Making AI decisions transparent and accountable to detect and correct biases. Future of Labor Markets: The presentation explores potential futures of labor markets with AI, presenting both utopian and dystopian scenarios: Utopian Scenario: AI could lead to increased worker satisfaction by automating repetitive tasks, creating new career opportunities, and reducing physical labor demands, resulting in better work-life balance and economic opportunities. Dystopian Scenario: AI could widen the economic divide, increase job precarity, and erode worker rights. Risks include increased surveillance, loss of autonomy, and the social and psychological impacts of job displacement. Key Takeaways: Understand the role and impact of different AI technologies in various sectors. Recognize and address biases in AI systems, especially in hiring and firing decisions. Explore potential futures of labor markets with AI integration. Learn strategies for ensuring ethical and fair AI applications. This presentation is essential for professionals, researchers, and policymakers interested in the intersection of AI and labor markets, providing a detailed analysis of current trends, challenges, and future possibilities.

AI+Labor Markets Presentation to CSM-16-may-2024

Joaquim Jorge

Module 3 - Onboarding Course Outline.pptx

Baharudin Nordin

In this presentation, discover how to harness the power of employee journey mapping with the right metrics. Learn to: - Pinpoint the key stages in your employees' experience - Identify pain points and opportunities for improvement - Track essential metrics like engagement, productivity, and retention - Turn data into actionable plans to boost your workplace - Leverage technology to streamline feedback and analysis By the end, you'll have a clear strategy for creating a more engaged, productive, and loyal workforce. Let's transform employee experience together!

Employee Journey Map Metrics That Matter.pptx

experienceprosarah

6 Common Mistakes to Avoid When Creating a Performance Appraisal Dashboard in...

Saira Khalid

Webinar - Fundamentals of Compensation

PayScale, Inc.

Truck Driver Recruiting Deck 2023 MASTER.pptx

Purplegator

Acing Performance Management - Harjeet Khanduja

HROne

https://www.humanresourcestoday.com/frs/26832980/unlocking-employee-potential-with-the-power-of-continuous-feedback Recent studies show that only 21% of employees feel their performance and growth are within their control. What if the answer to employee development and high performance lies elsewhere? Enter continuous feedback. Imagine a work environment where feedback isn't a dreaded annual event, but a constant source of growth. Join us to discover how ongoing, actionable feedback empowers your team to take ownership of their performance, boosting engagement and development. After all, when surveyed, almost all employees say they want and crave timely feedback! Objectives: • Navigate employee challenges with feedback and equip yourself with effective delivery methods. • Learn how to cultivate a thriving workforce through frequent feedback conversations. • Gain practical strategies to turn you into a feedback pro, improving communication, empowering your team, and unlocking employee potential.

Unlocking Employee Potential with the Power of Continuous Feedback

Aggregage

Your Office Showstopper OR Eyesore: Make your office a place people want to b...

Jasper Colin

BHOLENDRA SINGH RESUME - Sr. Software Engineer at India Today Group

Bholendra Singh

Recently uploaded (17)

Webinar - How to Implement a Data-Driven Compensation Strategy

CI or FS Poly Cleared Job Fair Handbook | May 22

Paterson Framework of Job Evaluation at Workplace

Market Signals – Global Job Market Trends – April 2024 summarized!

Data Security Matters: Ensure Confidentiality with Human Resources Management...

Emotional Intelligence and You - Gauri Das

Describing major approaches to job design

AI+Labor Markets Presentation to CSM-16-may-2024

Module 3 - Onboarding Course Outline.pptx

Employee Journey Map Metrics That Matter.pptx

6 Common Mistakes to Avoid When Creating a Performance Appraisal Dashboard in...

Webinar - Fundamentals of Compensation

Truck Driver Recruiting Deck 2023 MASTER.pptx

Acing Performance Management - Harjeet Khanduja

Unlocking Employee Potential with the Power of Continuous Feedback

Your Office Showstopper OR Eyesore: Make your office a place people want to b...

BHOLENDRA SINGH RESUME - Sr. Software Engineer at India Today Group

Women only employee benefits

1. WOMEN-ONLY EMPLOYEE BENEFITS This case flyer and the base article1 can be used for understanding the concept of designing HR practices exclusively meant for women employees/executives. Do women employees get relegated to being second-class citizens in such instances? One of the recent yet questionable practices has been the ‘egg-freezing’ perk doled out by two of the silicon valley-based companies – Apple Inc. and Facebook Inc., to their women employees. While many may opine that the only way to break the glass ceiling is to encourage women to pursue sustainable and equal-footed careers and dole out several exclusive perks in the process, several others question whether treating them separately would only accentuate the glass ceiling effect rather than abating it. Pedagogical Objectives • To examine the prevalence and extent of pay differences based on gender in India • To discuss and debate on some of the new age (‘questionable’) HR practices for women executives, especially in the light of the ‘egg-freezing’ perk offered by a few silicon valley-based companies • To discuss on the practice of doling out a few exclusive perks to women employees and debate on whether the same can tantamount to unwarranted differential treatment that might accentuate the proverbial glass ceiling barrier than abating it? Positioning and Setting The Case Flyer can be used to teach the concept of ‘Employee Benefits and Services’ in the ‘Compensation’ module of any Human Resource Management course. ABSTRACT © www.etcases.com 1 Rajyasree Sen, “What Next? Divorce Fees?”, http://blogs.economictimes.indiatimes.com/et-citings/what-next-divorce- fees/, October 21st 2014, (accessed date: October 29th 2014)

Women only employee benefits

Recommended

Recommended

More Related Content

Similar to Women only employee benefits

Similar to Women only employee benefits (20)

More from etcases

More from etcases (20)

Recently uploaded

Recently uploaded (17)

Women only employee benefits