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SHRM is committed to empowering HR faculty with the proper tools and resources needed to create better-prepared entry level HR candidates.

These case studies and learning modules are available for faculty and educator use only.

How to Use These Resources in Your Classroom

Case studies take an in-depth look at a specific topic or challenge faced by an organization. Case studies include instructor resources as well as a corresponding student workbook.

Learning modules are provided as a resource for HR faculty to supplement a current teaching plan, to add a new HR content topic to an existing course, or to create a new course. A learning module includes PowerPoint slides, teaching notes, syllabus, recommended readings and instructor's manual. In some instances, the learning module includes accompanying case studies, exercises, progress checks and quizzes. While each learning module is designed to be complete and ready-to-use, we anticipate instructors will invest preparation time in order to customize the module to his or her own teaching style.

By downloading the content on this page, you are agreeing to follow SHRM’s Terms of Use for Faculty.

Compensation & Benefits

By Sandra M. Reed, SPHR


Today, HR professionals are responsible for programs far beyond the profession’s administrative personnel roots. They are expected to measure the success or failure of HR practices based on the achievement of organizational outcomes. Brand identity, bottom-line profitability, employee job satisfaction, and increased management focus are all outcomes that can be achieved, in part, through an organization’s total rewards program. This case examines two very different organizations and how they align their total rewards programs with their organizational goals and values. This case study is of moderate difficulty for an undergraduate audience. An instructor’s manual and a student workbook are available to download.


By Lisa A. Burke, Ph.D., SPHR

Compensation is a critical area of human resource (HR) management, and one that can greatly affect employee behavior. To be effective, compensation must be perceived by employees as fair, competitive in the market, accurately based, motivating and easy to understand. This case is rated as slightly challenging and requires familiarity with and use of the Internet and Microsoft Excel. Instructors can make the case and associated exercises less challenging by eliminating certain tasks assigned in the case, or may increase the difficulty by adding other relevant tasks and questions. Teaching notes accompany the case. Instructors who have previously taught compensation courses, are familiar with the Internet and Excel, have work experience with pay systems, or who conduct research in compensation area may find the case easier to facilitate. An instructor's manual and a student workbook are available to download.

By Dale J. Dwyer, Ph.D.


This is a two-part module. Part 1 presents the concepts of incenting and rewarding employees; Part 2 provides actual practice in designing a program for employees who work in an accounts receivable department. The module consists of a PowerPoint file with teaching notes and an instructor’s manual that includes a mini case-study for students to practice designing incentives.

By Karen S. Markel, Ph.D., SPHR


This module provides a foundation in discretionary benefits with a focus on design and implementation issues; health and medical benefits; and retirement benefits. It is appropriate for upper-level undergraduate or graduate students as part of an introduction to a human resource management or employee benefits course. At the end of this module, students will be able to identify issues in discretionary benefits design and implementation, define the types of discretionary benefits and identify the relationship between various discretionary benefits programs and relevant federal law. 

This learning module comprises three class sessions. The instructor’s guide provides a suggested format and schedule for conducting each session and suggestions for supplemental material, assessment questions and exercises.

By Ellen Ernst Kossek, Ph.D.


Managing work/life and work/family relationships has become an increasingly important diversity and productivity challenge for employers. The blurring boundaries between work and personal life due to technology; the accessibility of work 24 hours, seven days a week; and an increase in employee care giving demands contribute to the challenge of balancing work/life demands. Even workers without family responsibilities increasingly expect that employers offer more workplace flexibility to support their work-life preferences. This module, designed to be taught over three 50-minute class periods and geared to upper-level undergraduate and graduate students, discusses how employers can manage work/life relationships from several aspects. This module includes an instructor’s manual and three PowerPoint presentations: Class oneclass two and class three.

By Audra H. Nelson, M.S.


This learning module examines compensation (e.g., base and variable pay, benefits) and non-compensation elements (e.g., job satisfaction, growth opportunities and relationships with other people) that comprise an organization’s total rewards system. The module also provides an overview of the considerations necessary to develop a compensation system that is internally and externally equitable and fiscally responsible, including the use of salary surveys and job evaluation. Just as important as the development of sound compensation systems is the ability to communicate the components of the total rewards system to prospective and existing employees. As such, class projects for this module focus on applicant and employee communications. Finally, because U.S.-based compensation systems are governed by a number of federal laws (e.g., Fair Labor Standards Act, Equal Pay Act, IRS regulations), this module explains the relevance of those laws to compensation systems. This module pertains specifically to U.S. employment law relevant to compensation and benefits systems without consideration of international employment law. 


This learning module was designed for an undergraduate audience in an entry-level introduction to human resource management course.

By Douglas Reys, SPHR

Columbus Custom Carpentry is a small, successful company.  Recently, though, labor costs have risen faster than revenue. The company president has also found that human resource issues are taking up more and more of his time and frequently result in production problems. Both overtime and late shipments are increasing. Until now, the president's administrative assistant handled all HR-related administrative activities. You are here as the newly-hired HR manager. You will learn about the company by reading the employee handbook; talking with various employees; and reviewing the human resources information system (HRIS) database. 

In this case, students will learn and create internal and external pay equity analyses; job grades and pay range/structure creation; market pricing using salary data; turnover; and job analysis and job description development. This case is presented as close as practical to the way students will encounter data in the working world. Materials include the instructor's manual with case study, an employee handbook, a HRIS database - instructor's version, a HRIS database - student version, and a PowerPoint presentation

Please note: you may need to maximize the HRIS database spreadsheets in order to view the multiple sheet tabs near the bottom of the screen.

By Lori K. Long, Ph.D.


Flexible work initiatives can improve recruitment and retention efforts, increase worker productivity, improve organizational diversity efforts, encourage ethical behavior, and help the organization’s efforts to be socially responsible. Flexible work options give employees the ability to decide when and where work is completed. This learning module defines flexible work; discusses the benefits to organizations offering flexible work options; and provides methods to implement a flexible work program. A PowerPoint lecture and an Instructor's Manual comprise the teaching materials.

By Patricia A. Meglich, Ph.D., SPHR


This learning module is an in-depth teaching tool that is best used in an HR survey course to supplement total rewards content. The material covers the concepts involved in managing a salary survey project. The target audience is undergraduate students who have a working knowledge of basic HR topics and statistics (especially linear regression); however, this module is can also be used at the graduate level. A refresher on basic statistics may be required for students who do not have sufficient expertise to comprehend the analysis.  

Duration: 150 minutes (three 50-minute sessions).

Learning Objectives: By the end of this learning module, students will be able to:

  • Explain equity theory and equity issues.
  • Explain compensation philosophy and market strategies.
  • Explain purposes of salary surveys.
  • Research market information on benchmark jobs.
  • Research and analyze readily available pay information.
  • Explain the scope of the survey (competitors, jobs, geographic areas).
  • Explain the data to collect.
  • Plan a survey using a Gantt chart.
  • Explain issues involved in collecting survey data.
  • Demonstrate statistical techniques used to analyze survey data.
  • Explain how to deal with internal pay issues.

  • Instructor's Manual
  • Powerpoint Presentation

By Gill Maxwell


Changing demographics in the U.S. labor force and in other developed countries such as the United Kingdom (U.K.) and recruitment challenges in some organizations have encouraged more employers to consider work-life balance and flexible working arrangements. Developed for an undergraduate audience, this case study series explores flexible working arrangements in five different organizations located in Scotland in the U.K. An instructor's manual and student workbook comprise this case study series.

Employee & Labor Relations

By Alan Cabelly, Ph.D.


The Fallsburg School Negotiations simulation provides students with the opportunity to negotiate a complex labor agreement in a relatively short period of time. This simulation has been extensively pretested. It has been used by one instructor in approximately 16 different negotiations classes with 300-400 students participating over a span of 10 years. Students have been both undergraduate business students and MBA students; the typical classroom setting has been a 2½-day workshop where the entire focus of the class is negotiation. An instructor’s manual and a student workbook are included here.

By Frankie S. Jones, Ph.D.


This module explores issues related to managing virtual work teams, a growing segment of the work population who depend substantially more on technology to accomplish work goals. It is designed to be taught in 150 minutes (three 50-minute parts). The module is intended for an upper level undergraduate audience. The teaching notes for this module may be accessed via the Notes View in PowerPoint. The accompanying syllabus also includes a module overview, learning objectives, a suggested syllabus, required and suggested readings, and a case study that accompanies the module. Both an instructor’s manual for the case and a student workbook, without case solutions, are provided. Teaching Notes are available in the Notes View page in the PowerPoint file. All accompanying module documents are contained in a single downloadable PDF file.

By Patrick P. McHugh, Ph.D.


This exercise explores the labor relations process in the United States, including union organizing, contract negotiations and contract administration. In the United States, the labor relations process is a set of interdependent activities guided by an often confusing regulatory framework, the National Labor Relations Act (NLRA). This exercise will help instructors navigate students through the labor relations process in an effective and engaging way. 


Students are given the opportunity to form a fictitious union (the Student Solidarity Union) and engage in collective bargaining with the instructor over the terms and conditions of the final exam. The rules governing the exercise are based on the Student Collective Bargaining Act (SCBA), a fictitious act created to help students understand the NLRA and the labor relations process. It identifies the rights of students and instructors regarding the collective bargaining process over the final exam. The exercise follows the labor relations process and, as such, is a progressive exercise. 


The exercise is geared to undergraduate students in an introductory or survey HRM course.

By Douglas Crawford, Ph.D.


Ten scenarios allow students to practice addressing employee issues ranging from suspected employee theft to personal hygiene. Students are asked to first assume the role of a manager and confront the employee on sensitive issues that frequently occur in the workplace, and then to assume the role of an HR manager and identify the HR implications in the scenario. The scenarios challenge students to think on their feet, exercise judgment, and render a decision toward successful resolution. There is no separate student workbook; the instructor will distribute roles with details and information to the students as the group role plays each scenario.

By Patrick P. McHugh, Ph.D.


This case promotes learning about the labor relations process in the United States. The case follows the actual efforts of undergraduate resident assistants (RAs) at the University of Massachusetts Amherst (UMass Amherst) who sought to be represented by the United Auto Workers union for collective bargaining purposes. The case highlights:


The legal parameters regulating labor relations.

The factors contributing to employee interest in union representation.

Union election campaign strategies and activities of employers and unions.

The influence stakeholders have on labor-management relations.

The importance of pre-contract negotiations.

The interpretation of the outcome of contract negotiations.

The important role of contract administration.

The case is designed for undergraduate or graduate students in an introductory or survey HRM course and can be used as a complementary case for an undergraduate or graduate labor relations course.


Under the assumption that the class meets twice a week for 1.5 hours per session, the instructor can cover the entire case in one full class session or divide it into two, covering it in half of two class sessions. Instructors can easily adjust the case for different class time-bands. However, at least 1.5 hours of class time should be allotted for coverage and discussion of the case.


This case consists of an instructor’s manual and a student workbook.

By Angela T. Hall, J.D., Ph.D.


This integrated learning module with optional cases provides a comprehensive review of employee disciplinary issues and procedures. Students will learn the intricacies of navigating employee discipline and performance issues and will receive a primer on legal, practical and psychological (e.g., perceived violation of the psychological contract between employer and employee) issues they should be aware of when counseling or disciplining an employee with performance concerns.


The module is designed for advanced undergraduate and graduate courses on special topics in human resource management. Students should have a basic knowledge of employee performance and appraisal principles before beginning this module.


It will take approximately 150 minutes to complete and is designed to be taught over three 50-minute sessions.

By Frankie S. Jones, Ph.D.


This module is targeted to graduate-level students. It is designed to be delivered in approximately 150 minutes. The module includes an instructor’s manual with a sample syllabus. It also includes a separate instructor’s manual for the integrated case. This case manual contains the case studies for discussion and the case teaching notes. A PowerPoint presentation with corresponding instructor notes is also included in the module. The student workbook includes the case documents to distribute to students.

By Sandy Reed, SPHR and Myrna L. Gusdorf, MBA, SPHR


This learning module is divided into three classes and covers a brief history of American labor and the evolving function of human resource management. The first class is an overview of American labor history from the colonial period to the early 1900s. There was little actual HR management during this time, but it is important history that sets the stage for understanding the development of human resource management in the 20th century. The second class covers early labor unrest at the beginning of the 20th century; the Depression; World War II; and the post-war years of the 1950s. In this time period, we see the rise of the industrial relations professional and the personnel administrator, forerunners of contemporary HR managers. The last session starts with the civil rights movement of the 1960s and ends with contemporary issues that continue to shape today’s HR management in its current strategic role. Throughout the material you will see commentary on major historical events that, while seemingly unrelated to HR practice, will enable students to place the evolution of HR into the context of the times. The material covers the social, political and economic issues that shaped the current practice of HR. The intent of the module is to introduce students to the major historical events that influenced contemporary HR. This learning module is appropriate for undergraduate students in a human resource management or business management program.

By Richard A. Posthuma, J.D., Ph.D., GPHR, SPHR


This three-in-one learning module, designed for advanced undergraduate or graduate students with a basic understanding of negotiation and conflict management concepts, explores negotiation, mediation, and alternative dispute resolution (ADR). The module is designed so that instructors can pick and choose parts from one or more sections, although it is recommended that all three modules be used in sequence if time permits. 


This learning module includes an instructor’s manual with optional learning activities, a student workbook, and four PowerPoint presentations that can be downloaded individually: Introduction to Negotiation ConceptsManaging Difficult ConflictsIntroduction to Mediation Concepts, and Designing an Internal ADR Program


It is an excellent supplement to coursework related to negotiation, labor relations, employee relations, collective bargaining, employment law, and dispute resolution.

Employment Law

By Angela T. Hall, J.D., Ph.D., SPHR


This module provides a survey of employment laws. The PowerPoint and accompanying instructor’s manual cover issues including employment discrimination (such as protected class, disparate impact, disparate treatment, retaliation); military leave; drug-free workplace legal issues; workplace violence; the Family and Medical Leave Act of 1993 (FMLA); the Americans with Disabilities Act of 1990 (ADA); negligent referral; negligent hiring; negligent retention; and employee references. A series of case studies, based on the concepts presented in the module, accompanies the module. Download both the instructor’s manual for the cases and the student workbook.

By Richard A. Posthuma, J.D., Ph.D., GPHR, SPHR


This learning module is designed for graduate-level students who wish a more advanced understanding of issues related to the effective management of workers’ compensation issues. The module can be presented over three 50-minute class periods and includes a scripted PowerPoint presentation and a comprehensive instructor’s manual that includes a multiple choice test and samples of documents that complement the learning principles.

By Audra H. Nelson, M.S.


This module discusses adverse impact and disparate treatment discrimination. To thoroughly understand adverse impact discrimination, the module explains its origin (Griggs v. Duke Power Co.) and relevant legislation and case law, along with the legally accepted method (the 4/5ths rule) used to determine if statistical evidence of adverse impact discrimination exists. This module defines job relatedness (i.e., validity) and describes three strategies (criterion, content and construct-related evidence) used to evaluate validity and methodology for gathering each type of evidence. The module also includes relevant examples and practice scenarios for students to practice the calculations used to determine statistical evidence of adverse impact. Lastly, the module examines disparate treatment discrimination. Relevant examples, case law and methods used to determine if disparate treatment discrimination has occurred conclude this module.

By Dale J. Dwyer, Ph.D.


This is a Mock Court on Workplace Discrimination. This module presents the concepts of disparate impact and disparate treatment, followed by actual practice in presenting prima facie cases as a plaintiff and defending them as an employer. The target audience is undergraduate students. The teaching notes for this module may be accessed via the Notes View in PowerPoint. The accompanying syllabus also includes general information about the module, a road map to conducting each segment, learning objectives, required and suggested readings and additional resources. Case studies for the instructor to use when conducting the Mock Court accompany the module. Both an instructor’s manual for the cases and a student workbook, without case solutions, are provided. The PowerPoint file includes all the teaching notes. Additional module documents are contained in a single downloadable PDF file.

By Myrna Gusdorf, MBA, SPHR


This module covers an introduction to employment law with particular emphasis on basic legal concepts and discrimination legislation. It is geared toward undergraduate students and covers the basics of employment law in six 50-minute segments. Documents to download include six individual PowerPoint presentations that cover the topics of employment law basicsagency, unions and the FLSAdiscriminationsexual harassment; other employment law issues; and EEOC and best practices. A comprehensive instructor's manual with teaching notes accompanies the six PowerPoint presentations. It includes activities that accompany each segment.

By Thomas A. Timmerman, Ph.D., SPHR


One of the biggest challenges in teaching affirmative action is that students bring preconceived ideas with them to class. Many of these preconceptions are wrong, but students are resistant to change because beliefs about affirmative action are often strongly tied to deeply held political and social values. Therefore, this module begins by introducing affirmative action through nontraditional illustrations. These illustrations help demonstrate what affirmative action really is. They also introduce affirmative action as a strategic initiative that is fully consistent with meritocracy. This module consists of an instructor’s manual and a PowerPoint presentation.

By Gwendolyn M. Combs, Ph.D.


The workplace is becoming more diverse as global operations and immigration becomes more widespread. The management of religious differences and the interface of varying religious beliefs and management practice are profound concerns for many HR professionals. Written for an upper-level undergraduate or graduate audience, this case describes a situation involving an employee’s religious beliefs and the allegations of racial harassment which result.

By Paige Wolf, Ph.D.


This module consists of three sub-modules—health, safety and security—and was designed to be delivered in a two-and-a-half-hour class period. As such, the submodules are not of equal length. Introductory and summary slides are provided. Instructors are welcome to adapt these sub-modules to fit alternative time periods. The health sub-module focuses on the increased interest in employee wellness due to rising health care costs. The business case for employee health promotion programs is discussed. The safety sub-module includes a discussion of the Occupational Safety and Health Act (OSHA), developing a safety culture, identifying unsafe employees, and substance abuse in the workplace. Finally, the security sub-module focuses on workplace aggression and violence, preventive measures and effective responses. The intended audience for this module is undergraduate students; information is based on the U.S. health care and legal systems. Download the PowerPoint file with teaching notes and the instructor’s manual to use this module in your classroom.

Multiple Content Areas

By Steve Riccio, ED.D.


Blackfoot Farms has been a leading producer of dairy products for the southeastern region of Idaho since 1942. It is the second largest of the 600 dairy farms in Idaho, a state which has the fourth highest number of dairy farms in the United States, surpassed only by California, Wisconsin and New York. Like in other states across the country, Idaho dairy farms are declining in number for economic reasons. Blackfoot Farms has had a long-term strategy for more than 20 years to become larger and more productive. Blackfoot Farms bought three adjoining farms between 1995 and 2005, expanding its holdings to its current 3,000 acres. Family-owned and operated for four generations, Blackfoot Farms began with a herd of 15 cows and 225 chickens on roughly 100 acres of land five miles west of the town of Blackfoot, Idaho. Today, Blackfoot Farms is home to 2,000 cows and 3.5 million chickens.  


A case in three parts, the case examines the wide variety of issues that will likely be encountered in a changing business and economic environment.  Case A addresses communication and employee relations. Case B addresses ethics and mistreatment of animals. Case C addresses HR Technology and the Fair Labor Standards Act (FLSA). 

Steve Riccio, Ed.D., SPHR


Competencies:  Relationship Management; Communication


Central Columbia Hospital was founded in 1889 as a nonprofit, community based health care facility in northeastern Pennsylvania. This 116-bed, acute care facility employs 963 employees and is nestled along the Susquehanna River’s northern branch in Briar Creek. The facility provides general medical and surgical services to the surrounding community of approximately 70,000 people. The hospital is proud of its tradition of upholding its mission to these communities by providing comprehensive health care services in a compassionate, caring and cost-effective manner while maintaining the highest level of professional excellence. The hospital is in the process of a yearlong celebration commemorating its 125th anniversary. They are experiencing a fair number of interesting HR issues presented in five individual cases.


On this site, the instructors’ manuals are available for faculty; student workbooks are on a separate site.  Direct students to this site to download the student workbooks; do not distribute this URL for the faculty documents.  


Each scenario includes question sets for undergraduate and graduate students. A debrief is included with each scenario, but because management dilemmas can be resolved using a variety of solutions, expect that students may come up with solutions that differ from those included in the scenarios.


The scenarios are as follows:


Scenario A: Transactional to Transformational HR.


Scenario B: Retention.


Scenario C: Talent Development.


Scenario D: Technology/Social Media/HIPAA.


Scenario E: Acquisition and Organizational Culture/HR Communications.

By Steve Riccio, Ed.D., SPHR


This case study was used for the case solving competitions held at five regional student conferences in March and April of 2014.


The case involves a fictional organization.


Founded in 1881, Hudson College is a private liberal arts institution located in Beacon, New York. Hudson is a four-year undergraduate institution accredited through the Middle States Association of Colleges and Schools. One of its strengths is its strong partnership with the vibrant Beacon community. Hudson has been challenged by the difficult economic climate, increased competition among schools within and outside its peer group, and external pressure from its key stakeholders. The college's current strategic plan outlined an ambitious agenda focused on diversity and inclusion, a reenergized commitment to increasing the school's affinity among its alumni, and a multiyear capital project initiative that includes new construction and renovations to support the academic and residential experiences for students. Some faculty and administrative staff believe recent retirements and resignations of individuals in key positions have affected employee morale and the college's reputation of providing outstanding service to its students. 


The case begins with introductory information about the organization and is then divided into five scenarios. Each scenario includes question sets for undergraduate and graduate students. Debriefs are included with each scenario.


Each scenario contains an instructor's manual and a student workbook. Click on any of the following to download the desired scenario:


Scenario A: Talent management

Instructor's manualStudent workbook


Scenario B: Employee engagement

Instructor's manualStudent workbook


Scenario C: Performance management

Instructor's manualStudent workbook


Scenario D: Title IX

Instructor's manualStudent workbook


Scenario E: Employee benefits

Instructor's manualStudent workbook

By Myrna L. Gusdorf, MBA, SPHR


This case was used for the case solving competitions held at the five SHRM regional student conferences in the spring of 2011. Scenarios A through E were used. Participating undergraduate teams answered the questions included in the scenario documents; additional questions and debriefs were supplied in separate documents for participating graduate teams. The case scenarios and the graduate team questions/debriefs are available below.

Please note: no graduate team questions/debriefs were written for Scenario F. 


This case involves a fictitious company, D-Bart Industries, formed by the merger of Davis Manufacturing and Bartlund Technologies, two former rivals in the fabrication of precision parts used in medical equipment and airline manufacturing. It is appropriate for undergraduate or graduate students majoring in human resource or business management. Six scenarios comprise the entire case study. Click on any of the following to download the scenario and applicable graduate team questions/debriefs:


Scenario A: 

Risk management and employee privacy.

Graduate Team Questions and Debriefs for Scenario A


Scenario B: 


Union decertification, unfair labor practices and maintaining a union-free organization.

Graduate Team Questions and Debriefs for Scenario B


Scenario C: 


Family medical leave, employee rights, temporary labor and increasing employee productivity.

Graduate Team Questions and Debriefs for Scenario C


Scenario D: 


Compensable time under the FLSA and preventing off-the-clock work.

Graduate Team Questions and Debriefs for Scenario D


Scenario E: 


Differentiating between an unpaid intern and an employee.

Graduate Team Questions and Debriefs for Scenario E


Scenario F: 


Downsizing and performance appraisal.

No Graduate Team Questions and Debriefs Available

By Steve Weingarden, Ph.D.


This case study provides a history and overview of organizational design (OD). Students will use the information in the overview to complete an exercise as a hypothetical organizational design consultant working with a real company of their choice. Students will read about the definition and purpose of organizational design, methods of measurement, six models of organizational structure and two models on how to apply organizational structure principles.


This case is intended for advanced undergraduate students. Students studying human resources (HR) will likely benefit most, but general business students should gain insight from the case, particularly regarding the role of HR in organizational design.

By Steve Riccio, Ed.D., SPHR


This case focuses on a fitness center located in Frostburg Falls, a thriving community 125 miles northwest of Minneapolis. It was recently voted as one of the top 100 small towns in the United States by a major travel and tourism publication. Located in Otter Tail County with a population of nearly 15,500, Frostburg Falls is described by many as having active, engaged residents. The case begins with introductory information about the organization and is then divided into three sections.


Each scenario includes question sets for undergraduate and graduate students. A debrief is included with each scenario, but because management dilemmas can be resolved using a variety of solutions, expect that students may come up with solutions that differ from those included in the scenarios. The three scenarios are as follows:


Scenario A:

Fair Labor Standards Act Instructor Manual | Student Workbook


Scenario B:

Employee Conduct/HR Strategy Instructor Manual | Student Workbook  


Scenario C:

Moonlighting Instructor Manual | Student Workbook

By Myrna L. Gusdorf, MBA, SPHR


This case study was used for the case solving competitions held at five SHRM regional student conferences in March and April of 2012. 

The case involves a fictitious company, Thompson Technology.  


Thompson Technology provides software solutions to the financial industry. From its founding in 1988 through the 1990s, the company experienced significant financial success, growing rapidly from a small startup to a publicly traded organization with approximately 800 employees. The recent economic recession and increased regulation of the financial industry, however, have caused Thompson to experience significant decreases in revenue for the first time. 


This case focuses on the organization’s attempts to control labor costs by decreasing expenses. The case begins with an overview of the organization and is divided into five scenarios. It is appropriate for undergraduate and graduate students majoring in human resource or business management.  


Please note: Each scenario includes separate questions (and debriefs) for undergraduate and graduate students to answer. 


Click any of the following to download the desired scenario:  


Scenario A: Restructuring After a Hiring Freeze


Scenario B: Flexible Scheduling


Scenario C: Hot-Desking


Scenario D: Moving Employees to a PEO


Scenario E: Downsizing and the HR Department


By Wayne Cascio, Ph.D.


Raymond Marcos, chief diversity officer at Aetna, is preparing to make a presentation to the company’s board of directors at its mid-December meeting. In a deteriorating economic environment that seems to be global in its reach, the board is looking to cut expenses in any way possible. To do that, it is reviewing every major company business initiative. Diversity is one such initiative, and the board wants to understand the business case for it. It also wants to see a clear plan to measure outcomes, including systems and data. Raymond knows that some of the board members are relatively new, that almost all of them are independent directors from outside the company and that they may not have a deep understanding of the historical roots of Aetna’s diversity efforts or the objectives of those efforts. At the same time, he is eager to showcase the company’s diversity initiatives and their results, both direct and indirect.


Note: Development of this case was made possible by a grant from the Society for Human Resource Management and the National Academy of Human Resources. All of the characters in the case are fictitious. Information presented was current as of the time the case was written. Any errors are solely the author’s.

By Frankie S. Jones, Ph.D.


This learning module, designed to be presented over three 50-minute periods, explores the strategic side of human resource management (HRM) and HR’s role in shaping organizational strategy. During the first class, students learn about the history of HRM; define what strategic HRM is; and distinguish between strategic and tactical HR activities. During the second class, students explore HR’s role in strategic engagement and during the final class, students learn about HR’s future in strategic planning. The learning module includes a case study and such learning activities as role playing, small group activities and class discussion.

By Rita Rizzo, MSc, CMC


This case study, written for undergraduate students, is based on generational differences in a metropolitan children’s museum. Employees from various generations experience communication challenges, differing values systems, disparate approaches to work and interpersonal conflict. Learners assume different generation roles and address these issues in a team setting. By the end of the case, learners explore the preferred communication methods and styles to use to be effectively heard and understood in each generation, identify the work ethic characteristics of each generation in today’s workplace, respond to generational differences that affect workplace performance and productivity, and collaborate with others to create and sustain a work environment that capitalizes on generational diversity. This module requires three 50-minute classes to complete. Instructional materials include an instructor’s manual and a student workbook.

By Myrna L. Gusdorf, MBA, SPHR


This learning module is designed to be presented in four class sessions of approximately 50-90 minutes each. The material is appropriate for undergraduate or graduate students studying human resource or business management. Five integrated cases allow students to practice resolving HR problems using the ethical principles introduced in the module. The first two sessions provide instructional material on ethical theories and moral development. Session 3 is for presentation and discussion of the cases, and the last class session addresses the HR professional’s responsibility for the organization’s culture of ethics.

By Alan Cabelly, Ph.D.


In this extensively pre-tested case study, upper-level undergraduate or graduate students take on the role of a newly hired vice president of HR and oversee the rapid expansion of a chain of local day care centers. To make matters more challenging, the organization has never had a centralized HR function and HR policies and procedures are inconsistent, nonexistent, or otherwise in a shambles. Students can take any number of perspectives as they identify the tasks confronting the new VP of HR. Instructors lead students to develop effective operational and strategic solutions within the context of the situation and HR theory. The file for this case study includes the single page scenarios to distribute to students as well as extensive teaching notes to guide discussions depending on the instructor’s preferences for conducting the case.

By Steven V. Manderscheid, Ed.D.


Students will learn best practices to create and implement HR and organization strategy. Students will understand the importance and practice of linking individual performance to overarching organizational goals. Finally, students will learn to develop an HR strategy that is linked to the organization’s strategy.

By Pramila Rao, Ph.D.


This learning module is designed for an undergraduate or graduate global human resource management (HRM) class focusing on understanding HRM practices from different countries. This module focuses on HRM practices in Mexico.

The learning module is divided into five units to be taught over five 50-minute classes. Instructors are free to use their own teaching styles and lecture formats and adapt the learning module to their own styles.


The units consist of the following:


Unit 1: Background information and federal laws

Unit 2: HR practices in Mexico

Unit 3: Culture and HR practices

Unit 4: Share and learn: Bio-data exercise (connecting national cultural dimensions)

Unit 5: Quiz 2 and immigration patterns

By Fiona Robson, Ph.D.


This case, based on a fictional U.K.-based organization, gives learners the opportunity to think about key decisions involved in international assignments and to transfer their knowledge of domestic HR issues to an international context. Students will learn about the main elements and issues related to international assignments; when it is appropriate to use expatriate workers; the skills and knowledge needed by expatriate workers; and how organizations can prepare expatriate managers to succeed in an international assignment. Click here to download the instructor’s manual and student workbook for this case. A brief PowerPoint file with instructional materials about international assignments accompanies this case.

By Paula Caligiuri, Ph.D., and William Castellano, Ph.D.


This case study examines homebuilder K. Hovnanian’s approach to acquisitions, with a focus on how the organization retains key intangible assets – such as leaders’ knowledge and social capital – of their acquired companies. It introduces learners to the HR and business strategy issues associated with acquisitions. By the end of the case study, students will be able to identify HR’s role in retaining intangible assets during a strategic acquisition; understand the challenges to managing acquisitions when retaining key intangible assets is a strategic goal; develop HR strategies and implementation plans to integrate the intangible assets of both organizations; and address key HR challenges during the post-acquisition phase.

By Don McCain, Ed.D.


This is a scenario-based progressive case study that can be used in sequence or adapted to fit the instructor's curriculum, although it is recommended to present the case in the sequence outlined below. This study is intended for upper-level undergraduate students.

By Geraldine Willigan, MBA


In the summer of 2006, the global competitive landscape in which Nokia was operating was changing at an astoundingly fast pace. Market growth was shifting to emerging countries, mobile devices were being commoditized, handset prices were declining, networks were combining (Nokia had just merged its own networks infrastructure business with that of Siemens, forming Nokia Siemens Networks, or NSN), Microsoft and Apple were making moves toward mobile devices, new technologies were being developed, and new strategic opportunities were arising as mobile phones were becoming the gateway to the Internet.


To win in such a fast-paced and intensely competitive environment, the company had to move with speed and do a superb job of satisfying consumers. Decision-making would have to occur at the lowest possible level to reflect the peculiarities of the local markets while leveraging the power of Nokia’s diverse people, its brand, its financial resources, and its technology and design expertise. Collaboration between locals and headquarters and among multiple cultures and partners was paramount. Nokia conducted extensive interviews with people inside and outside the company, including partners and suppliers, to understand how Nokia was perceived and how it might have to change. That research informed a number of actions and renewed the focus on Nokia’s culture and, in particular, its values.


Note:  This case was prepared by Geraldine Willigan, MBA, former editor at Harvard Business Review, under supervision of Ram Charan, Ph.D., former faculty member at Harvard Business School, winner of best teacher award at Northwestern University’s Kellogg School of Management, and a regular teacher in executive programs across the globe. The authors gratefully acknowledge the help of Juha Akras, Ian Gee, Antti Miettinen, Arja Souminen, Olli-Pekka Kallasvuo, Hallstein Moerk, Tero Ojanperä and Shiv Shivakumar.

By Myrna L. Gusdorf, MBA, SPHR


PAC Resources is a fictional organization that experiences many of the difficulties common in today’s business climate. In response to declining sales, PAC Resources must transform itself from a strategy of expansion and high profit to one of cost containment and staff reductions. The case is presented in two parts. Part I lays the groundwork for the case, with discussion of the organization and details of the human resource department. Part II is presented in e-mails from various staff members. The e-mails identify specific problems that need to be addressed by the HR department and give the reader an understanding of PAC’s overall culture. 

This case is appropriate for upper-level undergraduate or graduate students in a human resource (HR) management or business management degree program. At a minimum, students should have previously completed lower-division classes in HR management, introduction to business and principles of management.

By Rick Holden and Vivienne Griggs


There is a wealth of literature exploring power and influence in organizations. These cases examine the effect of these issues on the role and effectiveness of human resource development (HRD). The goal is to explore the reality of HRD in organizations and in doing so, highlight tensions that emerge when theory is applied to actual practice. The cases are based on interviews with one or two key people in each organization as part of a wider research project. Download both the instructor’s manual and the student workbook that contains the case study scenarios to distribute to students.

By Santo D. Marabella, D.S.W., and Alysa Lambert, Ph.D.


This case study gives students the experience of practicing, through simulation, how to manage issues such as board governance and leadership, chain of command, flexible work arrangements and resistance to change. This case is designed for undergraduate business majors in an HR course and is intended to supplement a lesson or lecture on compensation and benefits, work-life balance or flexible work arrangements.

By Eileen Hogan, Ph.D.


This case deals with the process that Northrop Grumman Corporation (NGC) uses to integrate the human resource aspects of its acquisitions. The process has evolved over the past 17 years, when NGC started acquiring firms to support its corporate strategy. The case discusses the steps NGC goes through in integrating various HR systems, as well as the team approach that NGC uses.

By Myrna L. Gusdorf, MBA, SPHR, and Sandra M. Reed, SPHR


This module is designed to encourage undergraduate HR students to examine organizations through their mission and values statements. Students will analyze mission and value statements from various organizations; link HR functions to an organization’s mission statement; assess organizational behavior as a reflection of the organization’s mission statement; and formulate HR activities to reinforce an organization’s mission statement. This learning module is comprised of three 50-minute class sessions and includes a scripted PowerPoint presentation and a comprehensive instructor’s manual.

By Rita Rizzo, M.S., CMC


This case explores the socioeconomic differences among employees of a family-owned pool and spa contracting and supply store. The enterprise employs 53 workers; 20 skilled workers from the middle class, 30 unskilled workers from the poverty class, and the family of three who owns the store and who come from wealth class. Due to high employee turnover, customer service complaints, scheduling overruns, low morale, and frequent miscommunication, the company owners try to create more synergy and cooperation among the ranks. The case study will take three 50-minute classes to complete and is written for an undergraduate audience. Download both the instructor’s manual and the student workbook to conduct this case study.

By Pramila Rao, Ph.D.


In this global marketplace, understanding of other cultures and their HR practices is invaluable. This learning module provides students with information about HR practices in India. It includes background information about India’s culture, HR practices and applicable federal HR laws. It is divided into three 50-minute classes and includes activities and quizzes for each class session.

By John W. Boudreau, Ph.D.


In early 2003, Randy MacDonald, the senior vice president of human resources for IBM Corporation, was reviewing his recent meeting with Sam Palmisano, the CEO of IBM. Randy had been the chief HR executive at IBM since 2000, joining when Lou Gerstner was in the middle of his tenure as IBM’s CEO. Sam and Randy discussed IBM’s strategic view of the evolution of global markets, IBM’s strategic position as a leader in global transformation and the evolving needs of IBM’s clients. Sam coined the phrase “Globally Integrated Enterprise” (GIE) to describe what he had in mind. He foresaw that IBM’s clients would increasingly be moving toward a GIE and that IBM needed to get ahead of that trend. This had implications for every aspect of IBM, including significant implications for IBM’s supply chain, IT systems, strategy, marketing and services development and deployment. Underlying all of these implications were significant challenges for IBM’s human capital and its approach to human resource management.  This three-part case examines the strategic issues and the solutions IBM examined and implemented to meet the changing nature of their business and client needs. To download this case, click on Part APart BPart C and the teaching notes.

By Julia Storberg-Walker, Ph.D.; Diane Chapman, Ph.D.; and James Bartlett III, Ph.D.


This case study, written for graduate-level students, takes learners into the real-world of human resource (HR) consulting. Learners assume the role of an HR consultant to help a fictitious organization improve its performance. Three different consulting challenges comprise this case; each challenge can be used individually or be offered as one comprehensive assignment to solve all three segments of the case. Learners will explore how to become a strategic HR partner; develop collaborations with external training providers; and integrate evaluation into standard operating procedures. Four documents comprise this case: an instructor’s manual, a student workbook, a management/office staff dataset in Excel and a manufacturing staff dataset in Excel. The datasets should be used as indicated in the case study.

By John Sherlock, Ph.D.


This case describes a growing mid-size U.S. company in the Southeast in the fitness club industry. The recently hired HR director is given the opportunity by the organization’s CEO to propose HR initiatives to help the business meet its strategic goals. The case gives HR students the opportunity to deepen their understanding of strategic HR management. The case is divided into Parts A & B to allow flexibility of covering the case either one part at a time or in its entirety, depending on the content and schedule of a course. An instructor’s manual and a student workbook are available to download.

By Myrna L. Gusdorf, MBA, SPHR


This case study was used for the case solving competitions held at five regional student conferences in March and April of 2013.


The case involves a fictional organization.


The Georges Hotel is a small upscale boutique hotel located along the Magnificent Mile in Chicago. It is owned by two brothers, Jeff and Chad Mitchell. The Georges was rebuilt from an old hotel that was badly in need of repair when the Mitchells purchased it from a major hotel chain in 1995. After extensive renovation, the property was reopened as the Georges Hotel and has operated profitably since 1998. As the case opens, the Mitchells are preparing to acquire another run-down hotel in Chicago. It too will be renovated and reopened. This will be the second Georges Hotel in what they anticipate will be a small chain of Georges Hotels located in major cities across the country.


The case begins with introductory information about the organization and is then divided into five scenarios. Each scenario includes question sets for undergraduate and graduate students. Debriefs are included with each scenario.


Each scenario contains an instructor's manual and a student workbook. Click any of the following to download the desired scenario:


Scenario A: Family-owned business and strategic planning

Instructor's manualStudent workbook


Scenario B: Succession planning 

Instructor's manualStudent workbook


Scenario C: Staffing and employee conduct

Instructor's manualStudent workbook


Scenario D: Supervisors and equal employment opportunity

Instructor's manualStudent workbook


Scenario E: Supporting the organization's mission

Instructor's manualStudent workbook  

Training & Development

By Steve Weingarden, Ph.D.


This case encourages students to consider organizational development needs when creating a leadership development philosophy and an associated leadership development design.


The Toy Research Society (TRS), a nonprofit organization, has been in existence for more than 70 years. The organization's mission has remained the same during this time, but the membership, the use of the Society by nonmembers and the competitive landscape have changed substantially. Driven primarily by a board of directors and regional volunteer leaders, the Society has never had a formal leadership development philosophy. Now, the long-time president has retired, and TRS leaders are reflecting on how to prepare for the future, especially with increased calls for leadership role clarity and more delegation of work to members. As a member, you have the opportunity to develop the needed leadership strategy.


Target Audience: This is a scenario-based case study with an optional exercise. It is intended for upper-level undergraduate students studying organizational development or behavior, leadership development or human resource development. Students in more "generalist" HR courses may find this case too removed from mainstream HR to fit their needs and may find the content too challenging.


The case consists of an instructor's manual and a student workbook.

By Holly Hutchins, Ph.D., and Lisa A. Burke, Ph.D., SPHR


This module discusses the primary factors that influence training participants' ability to generalize and maintain knowledge and skills learned in a formal training setting back to the workplace. The module is designed to be taught over three 50 minute sessions. Download PowerPoint slides, the syllabusadditional activities and sample exemplar organizations that support effective training transfer practices.

By Karen Kaminski, Ph.D.


This module is designed for graduate students studying human resource development (HRD). It investigates the current technology available to support training and communication within an organization. Trainers must be aware of the technology available and know how to stay current with emerging technology. Note: this is not a “how to use technology” module. It is intended to increase awareness of and access to resources that provide current information about technology for communication and training. Download the instructor’s manualthe syllabus and a PowerPoint presentation that consists of two 50-minute sessions.

By Holly Hutchins, Ph.D. and Lisa A. Burke, Ph.D., SPHR


This learning module describes the steps to conduct a needs assessment as part of a training design process. At the completion of this module, learners will be able to discuss the role of needs assessment in the training design process; describe the steps to conduct a needs assessment; and develop a plan to assess needs of a performance issue. The content is most appropriate for the undergraduate level but could also be used in an introductory training graduate course. The module is 150 minutes in length and can be taught over three, 50-minute periods (noted below), two 75-minute periods or one 3-hour period. A syllabus, activities manual and PowerPoint with teaching notes comprise this learning module.

By Karen Kaminski, Ph.D. and Tobin Lopes, Ph.D.


This module investigates the value of measuring return on investment (ROI) when conducting training and development activities. The module reviews assessment, evaluation, stakeholders, accounting and reporting. Download both the instructor’s manual and the syllabus.  A PowerPoint presentation is also available to supplement the instructor’s manual and contains additional teaching notes. Two worktools are also needed to teach this module: budget spreadsheets and a report format for students to use to complete activities.

By Fiona Robson, Ph.D.


This case study, based on a real organization but fictionalized organization in the U.K., explores training and development issues. Students will learn how to identify the components of an effective training program; understand what must be considered when designing a training program; compare the soft and hard skills required by the appraisers and appraisees in this case study; identify the vital role of appraisees in an effective performance management program; and how to effectively evaluate a training program. Download the instructor’s manual, student workbook and PowerPoint presentation for this case.


Note: Southwood School is a three-part case intended to be taught in succession beginning with Performance Management, then followed by Training and Development then Recruitment and Selection. Instructors have the flexibility to use one, two or three of the cases depending on need.

By Myrna Gusdorf, MBA, SPHR


This learning module is intended to teach HR students the skills necessary to design, develop and implement a training program. This is a full-term module comprised of 10 units. It is anticipated that one unit is completed each week in two class periods, with class periods ranging from 50 to 90 minutes each. The module is segmented into five parts. Part one, Introduction to Training and Development, is completed in the first class period. Part two, Understanding the Organization, begins at the second class period of the first week and runs through the completion of unit two. Part three, Training Design and the Learner, is the longest segment, starting at unit three and running through unit seven. Units eight and nine comprise the segment on Conducting the Training and the last unit, number 10, concludes the module with Evaluation and Return on Investment. The basic structure of the class follows the ADDIE method of instructional design. Additional teaching notes and guidance are available in the instructor’s manual. PowerPoint slide decks are included for unit oneunit twounit threeunit fourunit fiveunit sixunit eight and unit ten. Unit seven uses another module, Transfer of Training by Holly Hutchins and Lisa Burke, available via this web site. There is no PowerPoint slide deck for unit nine—because that unit is reserved for student workgroup presentations.

Workforce Planning

By Marc C. Marchese, Ph.D.


This exercise introduces undergraduate students to the concept of employee selection, its benefits to organizations using this hiring approach and its complexities. At the end of this exercise, students will learn the steps required to design, implement and assess an employee selection process for a job position. This exercise is intermediate in difficulty level.

By Paige Wolf, Ph.D.

This module opens with a brief scenario and discussion questions to start a dialogue about the importance of branding and retention to organizational success. Part 1 approaches recruitment from a big-picture perspective and discusses the emerging need for organizations to build an employer brand. Part 2 focuses on retention, and addresses the effect of a multigenerational and diverse workforce on retention strategies. Download both the PowerPoint file with notes and the instructor's manual.

By Marcia R. Gibson, Ed.D.


In this series of four case scenarios on recruitment and retention, undergraduate students are presented with business-based scenarios and are asked to consider the staffing requirements for a new project. Students will learn to determine recruitment needs; identify recruitment policies and guidelines; determine a recruitment strategy and develop a communication plan to implement the new recruitment strategy. This case includes the case scenarios in a student workbook and an instructor’s guide.

By Robin Sronce, Ph.D., SPHR

This module discusses the new developments in Web 2.0 technology and their effect on the human resource (HR) management field. It focuses on how HR professionals can use these technologies in their daily activities and in specialized areas such as recruitment and selection. This module is appropriate for undergraduate HR students and covers three 50-minute class sessions. And instructor's manual and a PowerPoint presentation with teaching notes are available for download.

By James E. Bartlett, II, Ph.D. and Michelle E. Bartlett, M.S., Edited by Myrna Gusdorf, MBA, SPHR

This module introduces HR students to human resource management systems (HRIS) and project management and demonstrates the integration of these areas. Geared toward upper-level undergraduate or graduate students, this module discusses the historical development of HRIS, explores project management concepts as they relate to an HRIS integration project and allows students to apply project management techniques to and HRIS integration project.

By Patricia A. Meglich, Ph.D., SPHR

This three-session learning module takes students through the process of job analysis from its historical roots to its place in today's workplace. At the end of this module, students will understand job analysis and its importance to human resource management (HRM) functions. This module offers students a hands-on learning experience, where they will conduct job description analysis. It is appropriate for business, management and HRM majors at the undergraduate and graduate levels, and includes an instructor's manual and PowerPoint presenation.


By Dale J. Dwyer, Ph.D. 

This module about job analysis-based performance appraisals presents the process of conducting job analysis and then uses the analysis information to construct a performance evaluation document. The module incorporates two lectures. The first one is on the process of conducting a job analysis and the second one is on performance appraisals. The module culminates in an assignment that uses the information from a job analysis to create a performance appraisal document. An instructor's manual accompanies the two PowerPoint files.

By Myrna L. Gusdorf, MBA, SPHR

This two-part learning module for undergraduate students covers recruitment and selection. Students will learn the methods used by organizations to recruit and select employees, learn about the legal issues that affection recruitment and selection and the role of HR and supervisors and peers in the recruitment and selection of team members. This module includes a PowerPoint presentation with notes, a manual with detailed instructor's notes and activities, and a separate instructor's manual.

By Steve Weingarden, Ph.D.


This is a scenario-based case study with a structured exercise available. It is intended for upper-level undergraduate students, preferably with a basic understanding of organizational structure and selection. Upper-level undergraduate students will engage in a case study about succession planning management—specifically at the executive level in a highly public situation—and job analysis. An instructor’s manual and a student workbook are available to download.

By Rudolph Sanchez, Ph.D. and Mary Bielenberg-Sanchez


Conducting an effective workforce reduction is a multifaceted and challenging task. In this case, an emphasis will be placed on students thinking critically about the various decision points in conducting a workforce reduction. Legal, strategic, talent management, and ethical concepts will be explored. Students will devise action and communication plans. Sample solutions to the case will be provided. An Instructor's Manual and a Student Workbook are both contained in a single document to download.

By Barbara McIntosh, Ph.D., SPHR


Shifting demographics, the changing nature of work and the emerging platforms to achieve productivity, including technology and workplace flexibility, are increasing the need for strategic human resource (HR) management and planning. Understanding the issues related to an aging workforce is central in this planning process. Economic conditions, uncertainty in the labor market, and intergenerational dynamics are changing both employer and employee expectations about the role of work, and the impact of these volatile forces on employment remains uncertain. The issues are particularly complex because of the regulatory and legal environment, productivity demands, and established HR policies and practices. This course examines labor market dynamics, labor force participation patterns, evolving employer policies and practices, and changing employee expectations. Particular emphasis is placed on current best practices and emerging trends regarding older workers. 


This course is compiled of multiple documents: One syllabus document, two case studies and 12 PowerPoint presentations. Click on each link below to access the desired document:


Syllabus, Video References and Instructor Readings


Case studies:

Gardens for All Supply Company: Older Workers as a Tactical Advantage for Business

Instructor's manualStudent workbook

General Appliances: An Aging Workforce Case Study

Instructor's manualStudent workbook


PowerPoint presentations:

Module 1Module 2Module 3Module 4Module 5Module 6, Module 7Module 8Module 9Module 10Module 11Module 12

Each set of slides includes teaching notes. 


The development of this content was made possible through the support from a grant from the Alfred P. Sloan Foundation. 

By Francine K. Schlosser, Ph.D.


This case explores physician attraction issues in a mid-size Canadian city located in Southwestern Ontario, Canada. To address a severe physician shortage, city leaders must create a compelling vision of the benefits incoming doctors might anticipate when opening practices in their area. Students will identify how to improve the current recruitment strategy; develop interview and discussion points for incoming and visiting candidates to ensure a position-person fit; and develop customized recruitment strategies.

By Steve Weingarden, Ph.D.


In this scenario-based case study, undergraduate business or HR majors explore how to diagnose organizational issues, particularly as they apply to talent management and organizational socialization and onboarding. Students will learn how to judge the accuracy of opinions versus data; develop an approach to gather meaningful data; understand the importance of having a strategy to develop a diverse talent pool of qualified candidates; and learn the importance of onboarding and socialization in job satisfaction and retention.

By Myrna L. Gusdorf, MBA, SPHR 

This module explores performance management, specifically how to conduct performance appraisal interviews. It consists of two class sessions and is intended for undergraduate students studying business management and HR. The first class discusses the performance management process and its link to overall organizational strategy. The second session looks at the performance appraisal interview as a part of the performance management process.

By Fiona Robson, Ph.D.


This case study examines the implementation of a new performance management system designed specifically for support staff at a school in the United Kingdom.  This is the first part of a three part case about Southwood Schools and implementation of its new performance management system. Three documents comprise part one of the case—an instructor’s manual, a student workbook and a PowerPoint presentation.  


Note: Southwood School is a three-part case intended to be taught in succession beginning with Performance Management, then followed by Training and Development then Recruitment and Selection. Instructors have the flexibility to use one, two or three of the cases depending on need.

By Fiona Robson, Ph.D.


This case study, based on a real but fictionalized organization in the U.K., was developed to provide resources to promote learning and understanding in the areas of recruitment and selection. It is geared toward an undergraduate audience. Click here to download the instructor's manual and student workbook files for this case.


Note: Southwood School is a three-part case intended to be taught in succession beginning with Performance Management, then followed by Training and Development then Recruitment and Selection. Instructors have the flexibility to use one, two or three of the cases depending on need. 

By Steven V. Manderscheid, Ed.D.

This learning module is designed to teach HR students the skills to recruit and select the best talent to help drive organizational strategy. The learning module will also prepare HR students to evaluate two methods for job analysis and several selection methods with an emphasis on designing and conducting professional and valid interviews. Students will learn how to design and ask interview questions that are behaviorally anchored and focused on person-fit and job-fit skills, both of which are important for successful adaptation and effective performance on the job. Students will also learn how to design a process and framework for final individual or group selection. Lastly, they will learn several strategies to successfully onboard new employees. A PowerPoint lecture and an Instructor's Manual comprise the teaching materials.

By Alan Cabelly, Ph.D.


This case focuses on two key organizational issues: Staffing decisions (Case A) and performance management (Case B). Related issues include the relationship between staffing and performance management, managerial control and decision making, termination decisions and the role of an established group in new employee socialization. Instructors can focus on staffing, performance management or both. 

The case is based on a real case; students will be intrigued to find out what happened in the actual situation. It can be analyzed by using a traditional Harvard style analysis, by having students develop staffing and coaching techniques or through the use of role plays. These methods can be combined.


This case can be adapted for use by undergraduate or graduate students in either an advanced organizational behavior course or any level human resource management course. 

By Peter G. Dominick, Ph.D.


This case provides an opportunity to look at how several different factors interact to affect conflict and team performance. These include contextual issues like a merger, cultural values and physical location. They also include team dynamics and leadership and, last but not least, intrapersonal and interpersonal needs and concerns. Remind students that the case is presented largely from the perspectives of the Americans involved. Download both the instructor’s manual and the student workbook.  A PowerPoint presentation is also available to supplement the instructor’s manual.