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Case Teaching in Personnel Economics

Case Teaching in Personnel Economics. Joseph Cooper & Mike Gibbs Personnel Economics Summer Camp, 1998. Lectures & Cases: Use One or Both?. Method Deductive Inductive definition axioms, theory empirical, clinical discipline economics (theory) sociology, etc. teaching style lectures cases

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Case Teaching in Personnel Economics

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  1. Case Teaching in Personnel Economics Joseph Cooper & Mike Gibbs Personnel Economics Summer Camp, 1998

  2. Lectures & Cases:Use One or Both? • Method DeductiveInductive • definition axioms, theory empirical, clinical • discipline economics (theory) sociology, etc. • teaching style lectures cases • Properties • generalizability high low • realism low high  relevancemediummedium • internalization low high • efficiency high low  teaching effectivenessmediummedium • Combination of lectures & cases  relevance & teaching effectiveness High

  3. Objectives • Illustrate case teaching • through some favorite cases • teaching ideas • recommend other favorites • Discuss integrating cases with Eddie’s text & Instructor’s Manual • Discuss running a case course • design, mechanics, exercises, etc. • Discuss running case discussions

  4. Some of Our Favorites • Pennsylvania Pharmaceutical • MBA resume exercise • Roy article + Lincoln Electric • Bennett, Strang & Ferris • Sedalia Engine Plant

  5. Process • What we ask of you* • prepare thoroughly • assignment Q’s in packet • day 2 (Roy): A-H • day 3 (Lincoln): I-Mi • day 4 (BSF): Mo-P • day 5 (Sedalia): Q-Z • preserve spontaneity • ignore Instructor’s Manual case write-ups before discussion • participate actively • in & out of case discussions • (keep same seat all week) • Cases are … different

  6. Penn. Pharmaceutical:Summary Points • Epilogue • Assessment of case • other “careers” cases • UPS • Hewlett Packard • IBM / Nippon Steel • Webster Industries • Mechanics of resume exercise • Other points • use both lectures & cases • cases are different • case teaching raises different pedagogical issues

  7. Conducting Courses with Cases • Organize • know your strategy • anticipate sensitive issues • keep in mind your lesson plan • prepare battle plan • name cards • amphitheater classroom • seating chart / grading participation • white chalk • HBS teaching notes

  8. Roy:Summary Points • Academic papers & news articles can often be used for excellent discussions • Economic theory can help structure case discussions • Contrasting 2 cases can be very effective $ Ratchet $1.25/hr. effect Piece rate $.85/hr. (day rate) Bogey Output } Quota Goldbricking Restriction (stinker jobs) (gravy jobs)

  9. Lincoln Electric:Summary Points • Epilogue • Assessment of case • Other points • implementation of even simple theoretical ideas can be complicated in practice • complementarities • good (or bad) personnel policies can have significant effects on firm performance • “trust” / implicit contracting can be important in implementing incentive schemes

  10. a. Seniority-Based Incentive Compensation $(points) Pay return VMP • investment Seniority T b. Performance-Based Incentive Compensation $(points) BSF’s incentive plan Performance-based plan Seniority Performance measure i

  11. BSF:Summary Points • Epilogue • lawyer scores • B: 112 80-140 • C: 90 75-100 • D: 100 82-110 • E: 97 80-110 • F: 155 130-190 • G: 112 95-132 • H: 175 128-210 • There are a wide variety of possible in-class exercise formats • [exercise topics: point allocations; system design] • “buzz groups” • role playing • “committee” report • opener presentation w/ class critique • poll on ranking of lawyers, quiz outliers • plot rankings on numeric scales on board

  12. BSF:Summary Points: The Sequel • Assessment of case • other incentive or compensation cases • API, Star Cablevision • Merck; LEP; Megalith / Hay Associates • General Dynamics, Cotag • Altex Aviation • Other points • cases can point to important technical & social issues that theory & lectures are unlikely to emphasize • can motivate lectures on advanced theoretical concepts • cases often generate powerful “internalized” learning

  13. Sedalia:Summary Points • Epilogue • Assessment of case • other “teams / empowerment” or organizational design cases • Sedalia Revisited* • Continental Can Co. of Canada* • Portman Hotel, People Express • New Tech. & Job Design in a Phone Co. • Corning Glass Works, Altex Aviation • Other points • Teaching topics on the edge of personnel economics is challenging but rewarding • Interdisciplinary approaches can be helpful supplements to economic analyses • But personnel economics can provide structure for such cases

  14. RunningCase Discussions • Sequencing cases • within a course, module • opening & closing cases • Writing your teaching plan • Don’t force-fit cases • Lecture before or after the case? • Classic ways to run a discussion • contrasting a pair of cases • the gangplank method • abstract  action questions?

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