Search results
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Por qué los "Buenos empleos" son buenos para los minoristas
Ton, ZeynepArticle HBS-R1201LLeadership and People ManagementDemasiados gerentes minoristas creen que deben ofrecer los malos trabajos a mantener los precios bajos. Como resultado, casi una quinta parte de los trabajadores estadounidenses sufren bajos salarios, beneficios pobres, los horarios que cambian constantemente, y pocas oportunidades de ascenso. la investigación del autor revela, sin embargo, que la compensación se presume entre la inversión en los empleados y los precios bajos es falsa. Para cumpl...Starting at €8.20
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Bonuses in Bad Times (HBR Case Study and Commentary)
Beyersdorfer, Daniela; Dessain, Vincent; Ton, ZeynepArticle HBS-R1207R-ELeadership and People ManagementIt's 2008 and Spanish food retailer Superado is on course to miss its financial targets. According to company policy, this means that Superado should withhold all bonuses for the year. But the company has an unbroken tradition of paying out bonuses and treating its workforce well--and it enjoys low staff turnover and high productivity as a result. In this fictionalized case study, based on a Harvard Business School case by Zeynep Ton and Simon Ha...Starting at €8.20
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The Rise of President Barack Hussein Obama, Teaching Note
Thomas, David A.; Roberts, Laura Morgan; Creary, Stephanie J.Teaching Note HBS-409134-ELeadership and People ManagementTeaching Note for [409115].Starting at €0.00
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Meeting the Diversity Challenge at PepsiCo: The Steve Reinemund Era
Thomas, David A.; Creary, Stephanie J.Case HBS-410024-ELeadership and People ManagementThis case profiles PepsiCo's diversity journey under the leadership of former chairman and CEO Steve Reinemund who instituted diversity as one of the company's strategic imperatives. It demonstrates the ways in which Reinemund partnered with his leadership team and employees throughout the organization to make diversity a key factor in PepsiCo's culture and performance. It also reveals how, regardless of the success, PepsiCo employees were openly...Starting at €8.20
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Renewing GE: The Africa Project (A)
Thomas, David A.; Creary, Stephanie J.Case HBS-411093-ELeadership and People ManagementThis case profiles the evolution of General Electric's African American Form (AAF), an employee affinity group, and its efforts to increase the company's involvement in Africa. The AAF formed in 1991 to help advance GE's recruitment, retention and development of black employees. By 1995, members of the AAF started asking Jack Welch whether the company was planning to develop business in Africa. After Welch invited the group to conduct due diligen...Starting at €8.20
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Shifting the Diversity Climate: The Sodexo Solution
Thomas, David A.; Creary, Stephanie J.Case HBS-412020-ELeadership and People ManagementThis case profiles the evolution of Sodexo's diversity initiative. Diversity became a key priority for Sodexo, North America in 2001 after a class-action lawsuit was filed and certified in Washington, D.C. against Sodexo Marriot Services, Inc., the food services division that Sodexo had merged with in 1998. In 2002, Dr. Rohini Anand was hired by Michel Landel, CEO of Sodexo, North America. Soon thereafter, Anand was instated as chief diversity of...Starting at €8.20
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Teach Plus: Mobilizing a New Generation of Teacher Leaders
Thomas, David A.; Creary, Stephanie J.Case HBS-412027-ELeadership and People ManagementThis case profiles the evolution of Teach Plus, a non-profit organization founded on the premise that in order for public schools to continuously improve urban student achievement, teaching must become a career that motivates and retains effective early career teachers. Teach Plus began as a pilot in fall 2007, launched by Celine Coggins, a former teacher and labor-management consultant, and incubated at the Rennie Center for Education Research a...Starting at €8.20
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Renewing GE: The Africa Project (B)
Thomas, David A.; Creary, Stephanie J.Case HBS-412028-ELeadership and People ManagementThis case continues the story of the evolution of GE's business initiatives Africa. Between November 2010 and March 2011 several significant structural changes and leadership appointments were announced at GE, which reflected the company's commitment to global growth in all its regions outside the U.S., including its business in sub-Saharan Africa. In November 2010, John Rice, vice chairman of GE and president and CEO of GE Technology Infrastruct...Starting at €5.74
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Why "Good Jobs" Are Good for Retailers
Ton, ZeynepArticle HBS-R1201L-ELeadership and People ManagementToo many retail managers believe that they must offer bad jobs to keep prices low. As a result, almost one-fifth of American workers suffer low wages, poor benefits, constantly changing schedules, and few opportunities for advancement. The author's research reveals, however, that the presumed trade-off between investment in employees and low prices is false. To meet short-term performance targets, many retailers cut labor. The unmotivated and poo...Starting at €8.20
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Bonuses in Bad Times (Commentary for HBR Case Study)
Beyersdorfer, Daniela; Dessain, Vincent; Ton, ZeynepArticle HBS-R1207Z-ELeadership and People ManagementIt's 2008 and Spanish food retailer Superado is on course to miss its financial targets. According to company policy, this means that Superado should withhold all bonuses for the year. But the company has an unbroken tradition of paying out bonuses and treating its workforce well--and it enjoys low staff turnover and high productivity as a result. In this fictionalized case study, based on a Harvard Business School case by Zeynep Ton and Simon Ha...Starting at €8.20