Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Published by: Graduate School of Business, The University of Cape Town
Originally published in: 2016
Version: 21-Mar-2016
Revision date: 23-Mar-2016
Length: 21 pages
Data source: Field research

Abstract

This teaching case examines an improvement in employee commitment and behaviour after a change process. The first part of the case focuses on the organisational challenges faced by Bruce Hughes and his team before the change took place. Hughes spent 30 years single-handedly building his business - Bruce Hughes Healthcare (BHH) - and making strategic business decisions on his own, despite no formal training in business management. The first part of the case looks at the effect of Hughes's management techniques on organisational behaviour and how his well-intentioned management decisions sometimes resulted in subversive employee behaviour. The second part of the case (uprooting the grapevine) reviews the impact of employing a manager, Mike Bell, who focused strongly on building the psychological contract within the business, which contributed to improving employee commitment and motivation within the organisation. Employee engagement and productivity increased considerably as a result of applying management techniques aimed at building autonomy within the organisation. Bell used intra- and inter-team contracts as one tool to increase accountability amongst employees and to build trust within the organisation. The change resulted in the uprooting of the gossip culture and built strong psychological contracts within the organisation.
Location:

About

Abstract

This teaching case examines an improvement in employee commitment and behaviour after a change process. The first part of the case focuses on the organisational challenges faced by Bruce Hughes and his team before the change took place. Hughes spent 30 years single-handedly building his business - Bruce Hughes Healthcare (BHH) - and making strategic business decisions on his own, despite no formal training in business management. The first part of the case looks at the effect of Hughes's management techniques on organisational behaviour and how his well-intentioned management decisions sometimes resulted in subversive employee behaviour. The second part of the case (uprooting the grapevine) reviews the impact of employing a manager, Mike Bell, who focused strongly on building the psychological contract within the business, which contributed to improving employee commitment and motivation within the organisation. Employee engagement and productivity increased considerably as a result of applying management techniques aimed at building autonomy within the organisation. Bell used intra- and inter-team contracts as one tool to increase accountability amongst employees and to build trust within the organisation. The change resulted in the uprooting of the gossip culture and built strong psychological contracts within the organisation.

Settings

Location:

Related