By: Dr. Vince Molinaro

Learn about an innovative change management initiative to bring e-government to Ontario. The case study details how the OPS built organizational capacity and engaged stakeholders and employees; as well as key factors for successful change. (Download)

By Jessica Yeoh, 2006

The current operating environment, characterized by mandates to control costs, challenges organizations to find innovative ways to reward their employees. Motivational and compensation research indicates that money is not an employee?s primary motivation to work; firms, therefore, are turning to the practice of non-cash incentives such as incentive travel. This research examines the effectiveness of incentive travel in a Canadian context. It includes an assessment of the advantages and disadvantages of incentive travel from three perspectives: corporate (management/meeting planner), employee, and industry. As well, it considers incentive travel and motivation, evaluates a program at ?Company X?, and discusses practical implications, providing advice on how to design a motivating program. (Download)

By Joanna K. Bukiejko, 2006

Attendance management programs are a new phenomenon among Canadian municipalities. As a result, much of what is known about creating an effective attendance management program at the municipal level comes from arbitral jurisprudence. Arbitral jurisprudence provides human resources practitioners with an excellent skeletal framework for creating an enforceable attendance management program; however, few operational details related to creating an effective one. These case studies utilize research interviews conducted with the senior administrators responsible for attendance management in several municipalities. The results of this study indicate that a core set of best practices for attendance management are emerging in municipalities, and that attendance management may not be the black hole it once was. (Download)

By Lucinda M. Bray, 2006

One of the most frequently asked questions in change management is ?How can we build genuine and inclusive support for change within our organization, and do it quickly?? One answer to the dilemma of time versus wide participation is to use a large group whole systems change process. In this article, the author examines one of the whole systems processes, Future Search, and presents two case studies of its application in two very different change management scenarios: a regional economic development story from Canada and the creation of a national suicide prevention policy in Ireland. (Download)

Transcontinental Media, 2004

In most growing organizations, there comes a time when HR must move from being transactional firefighters to become proactive business partners. This case study looks at how Transcontinental Media, with the help of an external OD consultant, charted this course. (Download)

by Suzanne Hunt, 2001

The new executive director of a nonprofit organization realizes that a failed merger has left the place in chaos. What should she do to put things right? Experts offer their advice on the best path forward.

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Expert analysis by Dr Sandy Cotton, Alison Cunning

The experts advise a team on how to get through “the muck in the middle” to become a high-functioning work group.

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Expert analysis by Dr Carol Beatty, Françoise Mor

This customer service case study looks at change at a large telecomm and telephone company in the process of being privatized.

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Expert analysis by Dr David Cohen, Peter Edwards.

Maple Leaf Concrete Products case study. (Download)