INSTITUTE OF MANAGEMENT TECHNOLOGY – NAGPUR.

PGDM (2010-12) Term-III: HRM. Faculty: Prof. V. Ekkirala

QUESTIONS FOR CASE STUDIES
1) Case: Human Resource Management at American Airlines:

i. What are the key issues reflected in the case at the broadest level?

ii. What was the environment of American Airlines in the 1980s and 1990s?

iii. What was the strategy of American Airlines pre and post deregulation?

iv. What were the HR strategies and practices prior to deregulation?

v. What changes were made in HR strategy and practices post deregulation and Why?

vi. Assess the match between HR practices and business strategy post liberalization?

vii. Discuss the impact of new HR practices introduced to revive the company? Do you think
they are the best?

viii. What are the pros and cons of two-tier compensation system introduced by Crandall?

ix. What measures do you think are necessary to ensure continued success and growth of
American Airlines further down the timeline of the case?

2) Case: Sonoco Products Company (A): Building a World-Class HR Organization:

i. What are the overall key issues at the broadest level reflected in the case?

ii. What was the industry environment and how did that effect Sonoco’s strategy? What was
the company’s strategy in the early years and thereafter?

iii. What were the objectives/reasons for reorganization of HR? Which were the key areas of
HR covered under the reorganization?

iv. What were the inconsistencies in HR processes found by Hartley when she joined Sonocco
Products as Vice president HR?

v. What was the new role envisaged for HR function. What are the broad salient features of
new HR initiates introduced by Hartley?

vi. What are the salient features of new performance management system? What are its
strengths and weaknesses?

vii. Analyze the case using the Baker and Telecomm’s HR Balanced Scorecard framework
(Figures 9 a & b in the session reading “Delivering Strategic HRM”)?

viii. How far Sonocco was able to define and address the Six Strategic Activities illustrated in
figure 9d of session reading “Delivering Strategic HRM” by Borris Groysber et al?
 ix. Evaluate the options of HR structures recommended by Hartley for HR reorganization?

x. Comment on the manner in which changes in HR practices were implemented. Do you

think they are enough to sustain the performance of Sonocco? What additional measures do
you suggest?

3) Case: BITSTREAM:

i. What were the challenges faced by Jim Sole? What were the objectives that he intended
to achieve by his new initiatives?

ii. What is the culture of Bistream?

iii. What key qualities and competencies are required in a prospective employee to fit into its
culture and be successful?

iv. How do describe the new position in terms of functions, responsibilities, capabilities and
personal qualities required?

v. What selection processes would be appropriate in hiring for the new position?

vi. What information do you require of the candidate to make selection decision?

vii. Assess the strengths and weaknesses of each of the candidates.

viii. Which candidate according to you is the best match for the position? Why?

ix. Is the recruitment method (Headhunter) used by Bitstream appropriate?

4) Case: Leadership Development at Goldman Sachs:

i. What are the salient features Goldman Sachs’ culture? What are its drivers for success?
How did they influence Goldman Sachs’ HR practices?

ii. Analyze the nature, focus and features of training and development practices prevalent in
the company prior to 1999?

iii. Why was the need for a new Leadership development program felt?

iv. What factors influence the nature, content and process of the new Leadership
Development program?

v. What were the factors hindering the introduction of new leadership development
program? How do you overcome them?

vi. What were the key issues in designing the new leadership development program at
Goldman Sachs?

PGDM (2010‐12) Sections A, B & C. Term‐III. HRM. Faculty: Prof. V. Ekkirala. Questions for Case Studies‐1 2
vii. What methods of are appropriate for conducting the new leadership development
program?

viii. What structures and mechanism would be appropriate to position the new leadership
development program? Why?

ix. Which factors influence the design, structure, content and deliverables of training and
development programs in an organization?

5) Case: Managing Performance at Haier (A) & (B):

What each team would like to say (in the allotted time) on any issue of performance
management system reflected in the case.

6) Case: MERCK & Co., Inc. (A) & (B):

i. How many employees are covered under the performance appraisal and salary
administration program at Merck & Co., Inc.?

ii. Why did Merck contemplate changes in performance management system? What were the
drawbacks of Performance Appraisal practiced under the old plan?

iii. What measures do you initiate to make performance appraisal practice objective and
realistic reflecting and capturing true performance?

iv. What do you understand by Hay points and Compa-ratio? How do they affect salary
raises / increments?

v. Comment on exhibit A2. How do you correlate the information provided in exhibit A1 and
A2?

vi. In which ways the revised performance appraisal and salary administration program was
different from the earlier one?

vii. Do you believe that the revised performance appraisal and salary administration program
addresses the problems encountered with the earlier one and also improve the company’s
performance? Justify your answer.

viii. What are the pros and cons of relative and absolute grading system? Which one would you
prefer and why?

ix. What changes to the revised program would you suggest to the committee? Why?

PGDM (2010‐12) Sections A, B & C. Term‐III. HRM. Faculty: Prof. V. Ekkirala. Questions for Case Studies‐1 3