Misun L. Bormann, Huh-Jung Hahn, Ashley R. Anderson and Cathy H. Fraser
The information used in the case study was obtained from secondary sources, such as internal documents, reports, news, and organization websites. Three of the four authors played…
Abstract
Research methodology
The information used in the case study was obtained from secondary sources, such as internal documents, reports, news, and organization websites. Three of the four authors played a hands-on role in the case.
Case overview/synopsis
The COVID-19 pandemic exacerbated the global challenge of hiring and retaining health-care workers. To address its own challenges, Mayo Clinic decided to fundamentally transform its 30-year-old tuition assistance program: from a model centered on the premise that tuition assistance was an employee benefit for professional development purposes, to one that was more driven to meet the business needs of the employer by preparing internal talent for important roles throughout the institution. Herein, this case study first describes how the COVID-19 pandemic impacted health-care organizations like Mayo Clinic. Next, this study provides details on the original employee tuition assistance program, and then, focuses on the reasons for its need to be changed. Afterward, this study introduces the new tuition assistance programs. Finally, this study follows with examples of how both Mayo Clinic and its employees navigated through initial challenges, such as resistance to change and lack of engagement. In sum, this case study provides critical insight into designing workforce education programs that provide professional development for meeting the workforce needs of the organization.
Complexity academic level
This case can be used as teaching material in relevant undergraduate- and MBA-level courses, such as human resource management, human resource development and compensation and benefits. This case allows students to critically analyze workforce education programs (e.g. tuition assistance programs) and to plan how to strategically align those with the workforce needs of the organization.
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This study endeavors to deepen our understanding of intercultural conflict by the detailed development of a particular case. The case chosen is the controversy over spearfishing…
Abstract
This study endeavors to deepen our understanding of intercultural conflict by the detailed development of a particular case. The case chosen is the controversy over spearfishing between the largely white protest community in northern Wisconsin and the Native American (Anishinabe) community in the same region. This study identifies and examines a kernel image which serves simultaneously as common and uncommon ground across the two communities, thus helping to escalate and prolong the conflict. This process is further explored through the identification and articulation of the rhetorical visions which embody the common sense of a community and are expressed through the collective discourse of that community. Finally, implications for intercultural conflict in general are discussed.