Classic Case - Merit Pay Exercise: A Case-Based Exercise For Management Education

Merit Pay Exercise: A Case-Based Exercise For Management Education

×
×
Price:
$0.00

Educator Access
A review copy of this case is available free of charge to educators and trainers. Please create an account or sign in to gain access to this material.

Permission to Reprint
Each purchase of this product entitles the buyer to one digital file and use. If you intend to distribute, teach, or share this item, you must purchase permission for each individual who will be given access. Learn more about purchasing permission to reprint.

  • Product Description

    Abstract:
    In this disguised case, John Corbin arrives at the Division of Departmental Services in the Department of Health to take on the job of deputy director. At the same time, the department has directed its senior management to implement a merit pay system for its managerial and supervisory personnel. Corbin decides to institute a merit pay system and use it as "the fastest way to get a handle on the organization." A year later, Hal Carter, the head of DOD's contracting office, contends that the performance standards do not measure his effectiveness on the job. After months of argument brings them to an impasse, Corbin must decide whether to change the system or encourage Carter to move on.

    Learning Objective:
    This case is intended to illustrate the kinds of problems that arise when the managerial styles and objectives of senior managers conflict with those of subordinates. The case may also serve as a vehicle for discussing the advantages and disadvantages of performance appraisal systems. The accompanying exercise involves a role play of a meeting between Corbin and Carter. By role-playing manager-employee interaction, participants engage in activity that is fundamental to their professional lives. Though the exercise derives from a case context, it takes participants beyond case analysis and discussions toward direct experience through simulation. This accompanying exercise involves a role play of a meeting between Corbin and Carter. By role-playing manager-employee interaction, participants engage in activity that is fundamental to their professional lives. Though the exercise derives from a case context, it takes participants beyond case analysis and discussions toward direct experience through simulation.

  • Other Details

    Publication Date: January 01, 1981
    HKS Case Number: 419.5
    Case Author: Grady McGonagill and John Boehrer
    Faculty Lead: Laurence E. Lynn
    Pages (incl. exhibits): 69
    Setting: Fictional
    Language: English
    _year: Older than 2000
    _pages: 25+
    _geography: Fictional
  • Warranty Information

    /review/419.5.EducatorCopy.pdf

×
×