Working the night shift to accommodate the time difference with U.S. customers was a well-known call-centre practice in India, and staffing the graveyard shift was challenging. In 2016, one of Diglot Capital Management (DCM)'s vice-presidents faced a challenge that most leaders did not have to contend with: DCM's employees were avoiding working the night shift or quitting altogether because they believed the workplace was haunted. The employees' superstitions, rooted in cultural and religious beliefs, were creating a serious decline in productivity; thus, jeopardizing the company's partnership with an American firm. The situation was troubling the vice-president and totally bewildering the American manager, who demanded that DCM's employees be disciplined. The vice-president was at risk of losing most of his workforce. Was there a way he could keep all stakeholders happy? Shreshthi Mehta and Leslie Hitch are affiliated with Northeastern University.

【書誌情報】

ページ数：11ページ

サイズ：A4

商品番号：HBSP-W18423

発行日：2018/7/13

登録日：2018/11/6