C O U R S E M A T E R I A L S

2012

Articles

Books & Chapters

Cases

Course Modules

Online Courses

Simulations

HUMAN RESOURCE MANAGEMENT

Harvard Business Publishing serves the finest learning institutions worldwide with a comprehensive catalog of case studies, journal articles, books, and eLearning programs, including online courses and simulations. In addition to material from Harvard Business School and Harvard Business Review, we also offer course material from these renowned institutions and publications:

� Babson College

� Business Enterprise Trust

� Business Expert Press

� Business Horizons Magazine

� California Management Review

� Darden School of Business

� Design Management Institute

� HEC Montréal Centre for Case Studies

� IESE Business School

� INSEAD

� International Institute for Management Development (IMD)

� Ivey School of Business

� John F. Kennedy School of Government

� Kellogg School of Management

� Perseus Books

� Princeton University Press

� Rotman Magazine

� Sloan Management Review

� Social Enterprise Knowledge Network

� Stanford Graduate School of Business

� Thunderbird School of Global Management

� Tsinghua University

� University of Hong Kong

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CASES

Cases, slices of business life, focus on actual problems and decisions facing a company. Students are challenged to put themselves in the protagonist’s place and suggest business strategies, tactics, and solutions.

New Cases

Cherie Blair: Inventing Herself Cherie Blair is best known as the wife of former British prime minister Tony Blair. She is also a successful lawyer, author, humanitarian, and mother of four. This case follows Blair as she attempted to balance her multiple roles and many expectations while her husband held office from 1997 to 2007. Harvard Business School #411021

Development and Promotion at North Atlantic Hospital Surveys confirm that North Atlantic Hospital staff satisfaction is very low. Dr. Elizabeth Harris, chair of the Department of Anesthesiology, looks to a career conference initiative to help address low morale as she kicks off a new staff performance and development program. Harvard Business School #411018

Equity on Demand: The Netflix Approach to Compensation Netflix successfully emerged from the technology bubble of the 1990s in part because of its culture of freedom and personal responsibility. Many policies foster this culture, including a unique compensation program where employees set their own reward mix. Several years after instituting this policy, management wants to know if this incentive method holds up or detracts from the objectives Netflix has set for the bulk of its employees. Stanford Graduate School of Business #CG19

JetBlue Airways: A New Beginning In 2007, a poor response to a weather event at New York’s JFK airport severely damages JetBlue’s reputation and costs the company $41 million. In response to this and several similar events, JetBlue launches a program (IROP Integrity) that empowers over 200 employees to investigate the recent problems, implement change in the organization, and reestablish JetBlue’s credibility. Stanford Graduate School of Business #L17

L’Oréal S.A. : Rolling Out the Global Diversity Strategy L’Oréal S.A. is in the process of implementing a global diversity strategy. As the European diversity director is working with various country units to roll out the strategy, he faces obstacles such as cultural differences and low awareness of the benefits of diversity. Richard Ivey School of Business Foundation #910C26

Michael Patterson (A) Michael Patterson learns that after a company reorganization, he will report to a supervisor for whom he has little respect. A meeting has been called to discuss Patterson’s new role, and Patterson must decide how candid he should be at the meeting. Richard Ivey School of Business Foundation #910C24

New York Bakery (A) A technical consultant is evaluating the readiness of a bakery for a new payroll system installation. The system will help the bakery move through its bankruptcy process, but by his first week, the consultant realizes his task is greater than he imagined. Richard Ivey School of Business Foundation #C1023A

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Sara Tsien This case follows Sara Tsien, a senior government manager, as she decides how to give a performance assessment to an employee who has uncharacteristically failed to meet a key objective for the year. The situation is difficult for several reasons: the causes of the unacceptable performance are not clear; the employee has previously received excellent appraisals, including a recent one by the vice president; and the employee was absent for a good part of the year on maternity leave. Ivey School of Business #910C07

You’ve Been Tagged! (Then Again, Maybe Not): Employers and Facebook Social networking sites such as Facebook have exploded onto the business landscape with many corporations, organizations and individuals using them to distribute information. For human resource professionals, Facebook in particular may be a tempting source of information on potential job candidates. This case warns, however, that while Facebook may represent a useful tool, there are reasons to proceed with caution. Business Horizons #BH404

Popular Cases

Appex Corp. In 1990, Appex Corp. was named the fastest-growing high-tech company in the U.S. by BusinessWeek. During its rapid growth, the company went through several structural changes that resulted in a chaotic culture. Shikhar Ghosh, CEO of Appex, must design and implement a new organizational structure to rein in the culture and deal with the further complication of EDS acquiring Appex. Harvard Business School #491082

Cirque du Soleil Cirque du Soleil, the enormously successful “circus without animals,” employs 2,100 people including a creative workforce of 500 artists. Managing creative people is a distinct challenge and this case follows the casting director of Cirque du Soleil as she attempts to achieve the company’s growth strategy by attracting more business and talent. Harvard Business School #403006

Nordstrom: Dissension in the Ranks (A) In 1989, the performance measurement systems and compensation policies of Nordstrom Department Stores unexpectedly came under attack by employees, unions, and government regulators. This case illustrates how the store’s rapid growth, decentralized management, and unrelenting pressure to perform distorted the performance measurement systems and led to undesirable consequences. Harvard Business School #191002

Otis Elevator: Accelerating Business Transformation with IT This case focuses on the major restructuring of Otis Elevator by its CEO. The transformation represents a remarkable 20-year effort to reduce operating costs and build the Otis service image by reengineering all infrastructure processes at Otis. Harvard Business School #305048

People Express Airlines: Rise and Decline This case describes the innovative approach to organizing and managing people that contributed to People Express Airlines’ meteoric rise and its eventual dramatic demise. Students examine the implementation of leading-edge human resource management practices and are asked to analyze why People Express succeeded in its early years only to declare bankruptcy so soon after. Harvard Business School #490012

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Portman Hotel Co. Portman Hotel Co. is a new hotel that believes its high level of quality depends on the excellence and motivation of its staff. The hotel creates a series of employee “rights” that it claims are enforceable by law. Upon opening, employees are excited and highly motivated, but soon morale and quality problems develop. Harvard Business Publishing #489104

SG Cowen: New Recruits Chip Rae, director of recruiting at SG Cowen, must decide which recruits to keep after a final interview process for new outside associate hires. He uses a hiring strategy that, after some initial resistance, meets the approval of his senior management. Through Chip’s story, students are introduced to the complexity of recruiting in professional services firms and are taught the basics of a recruiting process. Harvard Business School #402028

Æ Find more cases at hbsp.harvard.edu

BRIEF CASES

Rigorous and compact, Brief Cases from Harvard Business Publishing present realistic management challenges for students to discuss.

A Day in the Life of Alex Sander: Driving in the Fast Lane at Landon Care ProductsA driven superstar performer at a cosmetics firm has an impressive record of accomplishments but is limited by an inability to function effectively in a team setting, as a 360-performance evaluation makes clear. #2177

Engstrom Auto Mirror Plant: Motivating Through Good and Bad Times A plant manager confronts morale issues when, on the heels of an industry downturn, an incentive program stops producing payouts that employees have come to expect. #2175

RL Wolfe: Implementing Self-Directed Teams RL Wolfe introduces self-directed teams (SDTs) at its Corpus Christi Plant. What is working, what is not, and will the other plants be persuaded to accept the SDT approach? #4063

Stone Finch, Inc.: Young Division, Old Division To stimulate innovation in a new technology division, the CEO milks the firm’s cash cow, an old manufacturing unit. Soon, key employees depart and morale sinks—in both divisions. #3214

Thomas Green: Power, Office Politics, and a Career in Crisis A promising career appears to be headed off the rails as conflict deepens between a young marketing manager and his boss. Can this career be saved? #2095

Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Plant Line foremen at a manufacturing plant are caught in the middle of an adversarial relationship between workers and management. #2189

Æ Find more Brief Cases at hbsp.harvard.edu

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ROLE PLAYS

Role Plays help students develop their decision-making skills by setting up realistic business challenges that require students to use negotiation techniques to work out the best possible solutions. Each Role Play is accompanied by a comprehensive Teaching Note.

Seneca Systems (A): General and Confidential Instructions for R. Thompson, Vice President, Marketing The heads of two different divisions are in a dispute over who has responsibility for failures in a key product. The mediator has both independent interests and some power to influence outcomes. Core issues concern the trade-offs inherent in having a mediator with vested interests and power. #899169

Æ Find more Role Plays at hbsp.harvard.edu

ARTICLES

Articles from Harvard Business Review and other renowned journals provide up-to-the minute ideas from the best business thinkers.

New Articles

Building ResilienceMartin Seligman shares his expertise on failure and resilience. The U.S. Army is currently testing his program for building resilience, but the corporate world can also draw lessons from his expertise, particularly in times of failure and stagnation. Harvard Business Review #R1104H

The Case for Executive Assistants As technology transforms the workplace and organizations downsize, many companies eliminate administrative assistants. Melba Duncan, an established executive assistant recruiter, believes many firms have gone too far and argues that a good assistant is crucial for productivity. Harvard Business Review #R1105E

Developing Your Global Know-HowFor many executives, a position outside their home country has long been a rite of passage, but how has the Great Recession affected this formula? In this article, top human resource executives at four multinationals write about how their companies are adapting global assignments to meet changing economic conditions. Harvard Business Review #R1103D

Fix the Health Care Crisis, One Employee at a Time This article claims that the single most effective way to execute health care reform is prevention, a tool already in the hands of employers. Using the example of the 30-year-old wellness program at Johnson & Johnson, students learn how to create effective and cost-efficient health prevention programs. Harvard Business Review #W1101A

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How to Keep Your Top Talent Many companies have programs designed to nurture high-potential employees who can make a substantial impact on business results. But a recent study by the Corporate Executive Board demonstrates that nearly 40 percent of internal job moves made by “high potentials” end in failure. This article offers insights into how human resource practices can manage and better retain top talent. Harvard Business Review #R1005B

Turning Doctors into Leaders Health care delivery has become fragmented and chaotic due to technical advances and a dramatic increase in available data. The author suggests a new kind of health care approach to address the chaos by organizing doctors into teams, measuring performance by how patients fare, applying financial and behavioral incentives, improving processes, and dismantling dysfunctional cultures. Harvard Business Review #R1004B

Why Men Still Get More Promotions Than Women A Catalyst survey of over 4,000 high potential corporate employees shows that more women than men have mentors, but that women are paid $4,600 less in their first post-MBA jobs, hold lower-level positions, and feel less career satisfaction. To understand why, the authors conducted in-depth interviews with 40 participants in a mentoring program at a large multinational and share their results on how to best mentor women. Harvard Business Review #R1009F

Popular Articles

Cultural Intelligence Cultural intelligence, or CQ, is the ability to make sense of unfamiliar cultural contexts and is composed of three components—cognitive, physical, and emotional or motivational. The authors conducted a survey of 2,000 managers in 60 countries and found that most people are not equally strong in all three areas of CQ. They provide tools to identify one’s CQ strengths and training techniques to help people overcome CQ weaknesses. Harvard Business Review #R0410J

Employee Motivation: A Powerful New Model Using the results of a survey conducted of a wide range of employees from Fortune 500 and other companies, Nitin Nohria, Boris Groysberg, and Linda-Eling Lee establish that an environment that meets an employee’s basic emotional drivers to acquire, bond, comprehend, and defend is vital to the employee’s motivation. The authors present a model derived from their research to increase workplace motivation dramatically. Harvard Business Review #R0807G

Informal Networks: The Company Behind the Cart Much of the real work in any organization is accomplished through informal but complex networks of relationships that cross functions and divisions. In this article, students learn how to harness the power of relationships by diagramming the three different informal networks: the advice network, which reveals those people to whom others turn when work needs to get done; the trust network, which uncovers who shares delicate information; and the communication network, which shows who talks about work-related matters. Harvard Business Review #93406

Six Dangerous Myths About Pay In this article, Jeffrey Pfeffer identifies widely accepted “fictions” about compensation, provides evidence to disprove them, and offers advice on how employees should be paid and incentivized. The author says that persistent myths such as “individual incentive pay improves performance” and “people work primarily for the money” harm organizations, accomplish little, and cost a lot. Harvard Business Review #98309

Winning the Race for Talent in Emerging Markets Demand is high for foreign multinational talent in emerging markets. The authors of this article interviewed executives at more than 20 global companies to identify strategies for attracting talent. The authors share how brand, opportunity, purpose, and culture play out in particular ways and introduce two strategies for organizations to attract and retain skilled employees in developing economies. Harvard Business Review #R0811C

Woman and the LabyrinthThe authors of this article write that the glass ceiling is not preventing women from reaching c-level jobs, but that the sum of the many obstacles along the path is the barrier. They articulate the many challenges women face as they navigate the corporate labyrinth and then offer potential strategies to mitigate career blocks for women who want to succeed in or advance to leadership positions. Harvard Business Review #R0709C

Æ Find more articles at hbsp.harvard.edu

SIMULATIONS

Online simulations present real-world management challenges for students and encourage classroom interaction and discussion. Results are available immediately for a comprehensive debrief session. All simulations include a detailed Facilitator’s Guide.

NEW! Change Management Simulation: Power and Influence Playing the role of either a middle manager or a CEO at a manufacturing firm considering adoption of an enterprise-wide sustainability program, students must choose among 18 change levers to move members of the organization along a four-step pathway from awareness to adoption. #3292

NEW! Leadership and Team Simulation: Everest v2This second release of Leadership and Team Simulation: Everest combines the proven learning objectives and story line of the original with an updated user experience and enhanced administrative features. Students experience group dynamics and leadership through the dramatic setting of a Mount Everest expedition while playing one of five roles on a team of hikers. As they attempt a climb to the summit, students must reach individual goals while also sharing information to maximize group achievement. #7000

Project Management Simulation: Scope, Resources, Schedule Students make qualitative and quantitative decisions as they manage a critical new product development project. Human resource issues include project staffing, managing schedules, deadlines, team morale, coaching and training priorities, and setting appropriate team and management expectations. #3356

Æ Find more simulations at hbsp.harvard.edu

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COURSE MODULES

Course Modules offer a road map to the best teaching materials, with recommendations on how to organize them. Each module suggests 4–6 items plus some alternate suggestions. Popular modules in Human Resource Management include the following:

� Compensation � Employee Training and Development � Performance Evaluation � Recruiting, Hiring, and Promoting

Æ Find more Course Modules at hbsp.harvard.edu

ONLINE COURSES

Available in SectionsOnline courses introduce complex subjects and can be used in advanced undergraduate business courses, as prematriculation requirements for MBAs, or assigned as homework over a semester or year. Online courses are available as complete courses or in sections.

Finance This course introduces core concepts in Finance ranging from ratio analysis to valuation and from pro forma estimating to capital structure. The story line provides a meaningful and engaging context in which students learn the material.

� Complete Course #208719 � Introductory Section #6000

Financial Accounting Introduces Financial Accounting in a management context.

� Complete Course #105708 � Introductory Section #6002 � Advanced Section #6003

Mathematics for Management Following the story line of several family-owned businesses, students learn how to apply math concepts to solve problems, analyze data, and predict outcomes.

� Complete Course #3350 � Algebra Section #6004 � Calculus Section #6006 � Statistics Section #6007 � Probability Section #6008 � Finance Section #6009

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Quantitative MethodsSet in a Hawaiian resort, this course teaches statistics and regression analysis from a management perspective. Students develop statistical models for making better business decisions.

� Complete Course #504702 � Regression Section #6012

Spreadsheet Modeling Demonstrates how to use Excel functionality to solve business problems.

� Complete Course #3252

� Introductory Section #6010

� Advanced Section #6011

Æ Find more online courses at hbsp.harvard.edu

BOOKS & CHAPTERS

Individual chapters may be integrated into course materials, while books may serve as primary class texts.

Books

Financial Intelligence for HR Professionals: What You Really Need to Know About the Numbers Presents the essentials of finance specifically for HR management. Topics include why the assumptions behind financial data matter; what a company’s income statement, balance sheet, and cash flow statement reveal; how to use ratios to assess a company’s financial health; how to calculate return on investment; ways to use financial information to support business units; and how to instill financial intelligence throughout a team. #1913

Performance Management: Measure and Improve the Effectiveness of Your Employees A competitive workplace demands that managers evaluate employee performance and provide coaching. Students learn how to prepare for a performance review meeting with a direct report and how to create a development plan to increase employee productivity. #8428

Shine: Using Brain Science to Get the Best from Your People In Shine, bestselling author, psychiatrist, and ADD expert Edward Hallowell draws on brain science, performance research, and his own experience helping people maximize their potential to present a proven human resource process for talent management and employee motivation. #9238

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Chapters

Design an HR Architecture for the Differentiated Workforce This chapter focuses on the importance of developing a philosophy and a culture of accountability to help drive successful strategy execution. Topics include the design of an integrated system of HR management policies and practices to help execute strategy as well as the key roles, accountabilities, and infrastructure needed in the HR function to support a process of strategic transformation. #3247BC From The Differentiated Workforce: Transforming Talent into Strategic Impact, #446X

Managing Talent: Maximizing the Value of IT Talent Students walk in the shoes of Jim Barton, the new CIO of a fictional corporation, in his first year of leadership. In this chapter, Barton is confronted with some of the challenges inherent in managing top talent. An unproductive but valuable employee highlights the necessity of assessing Barton’s team’s key skills and contributors. #3029BC From The Adventures of an IT Leader, #11990

Æ Find more books and chapters at hbsp.harvard.edu

VIDEO SUPPLEMENTS

Video supplements give students insight into a case as they view a class visit from a CEO, a factory tour or interviews with prominent business visionaries. Supplements can be viewed on DVD. Many video supplements are accompanied by a Teaching Note. Video supplements in Human Resource Management include:

Jieliang Phone Home! This video supplement offers an opportunity to explore the link between work design and compensation, and to understand the differences between compensation and motivation. #609704

Rick Drumm at D’Addario Rick Drumm is being recruited for the position of president at J. D’Addario & Co. and must go through a challenging interview process, including a round with Jack Welch. #BAB162

Æ Find more video supplements at hbsp.harvard.eduBOOKS & CHAPTE

GENERAL PUBLIC

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Simulations $37.50 $12.50

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Online Tutorials $12.00 $6.00

Multimedia Cases $20.00 $7.00

Similar discounts apply to all teaching materials at hbsp.harvard.edu. Prices subject to change without notice.

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