Subject area Leadership and team building, Human resource management, Organizational behavior. Study level/applicability The case may be most useful for MBA or any other PG level courses, particularly in human resource management, team leadership, motivation and morale. The Case could also be appropriate in the courses that cover General Management or Business Management, Executive Education Programs. This case can also be taught to the middle level and senior level managers in Management Development Programs. Case overview The case study describes the leadership lessons drawn from the role of Kattappa in the movie Baahubali. He took bold decisions to save the Mahishmati kingdom from Bijjaladeva. Being a slave and agile swordsman, he obeyed all the orders of the king of the realm. He made strategic decisions which resulted in positive outcomes for the kingdom. His leadership style can be linked with the theories of servant leadership style. The case tells us about some selected instances from the movies Baahubali: The Beginning and Baahubali 2: The Conclusion, which had happened with Kattappa which can be used to understand the different principles and philosophy of servant leadership. Expected learning outcomes The expected learning outcomes are as follows: to understand the different dimensions and essential skills of servant leadership; to analyze and learn the servant leadership style from the role of Kattappa; and to evaluate the appropriateness of servant leadership in context to other leadership styles. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 6: Human Resource Management.

Purpose The purpose of this paper is to study the effect of corporate social responsibility (CSR) effectiveness on job seekers’ organizational attractiveness (JSA). Deriving inspiration from Carroll’s theory, the study specifically tries to measure the impact of CSR on JSA with the four dimensions pertaining to economics (PECO), pertaining to legal compliance (PLCO), pertaining to ethics (PETH) and pertaining to philanthropic (PPH). Furthermore, the paper also tries to examine the moderating role of company selection (COM SEL) done based on high or low CSR reputation and JSA. Design/methodology/approach Management and engineering students enrolled in premier institutions and universities of Western Odisha in India are surveyed for their perceptions of CSR and JSA. Purposive and convenience sampling are applied to collect data from 456 job seekers. Based on the analysis, the study proposes two main models (Models 1 and 2) wherein Model 1 tries to measure the effect of CSR on JSA and Model 2 checks the moderating effect of COM SEL on CSR and JSA. In addition, robustness of the study is tested using control variables (Models 3 and 4). Data is treated through SmartPLS 3.3 software. The structural equation modelling (partial least squares-SEM) method is applied to test the hypotheses and for further analysis. Findings The result reveals an interesting insight. There is a positive and significant effect of PECO, PLCO and PPH on JSA. Moreover, no such significant effect is observed between PETH and JSA. Further, the findings are contrary with respect to COM SEL, that partially moderates the effect of CSR on JSA. However, the results reveal that COM SEL has a substantial moderating effect on the PPH dimension of CSR and JSA. Practical implications The results highlight that CSR positively and significantly affects JSA in terms of PECO, PLCO and PPH, thereby emphasizing that organizations must be more focused on these perspectives of CSR. Further, though the results did not exhibit any significance with PETH, it is essential that organizations should strengthen the ethical aspects of CSR as well and align them with the CSR strategic actions. The study also confirms the moderating effect of COM SEL on PPH dimension of CSR and JSA, thereby supporting the philanthropic approach in this domain. Further, the organizations should foresee the philanthropic factor of CSR as a competitive advantage to attract potential job seekers. Originality/value This research attempts to contribute to CSR and HR literature in two ways. First, it is the first attempt to use PLS-SEM with an attempt to understand job seekers’ perception of CSR and JSA with Indian data consisting of students belonging to premier business management and engineering institutes. Second, the study is an attempt to empirically measure the moderating effect of COM SEL on JSA. To sum up, the study will provide insights to organizations to help craft CSR strategies for attracting more job seekers.

No abstract

O n a January morning in 2014, Mr Amit Kapoor, the Managing Director (MD) of Automotive Equipment Manufacturing Limited (AEML) 1-a state government enterprise in India-was found in serious discussions with his senior management officials about the deteriorating condition of the company and how to devise a turnaround blueprint while working through many bottlenecks. The team seemed to be unable to reach any concrete decision about the future course of action. Just the previous day, Kapoor was told in the Board of Directors' meeting that the state government was unable to continue providing financial support to the sinking company, which had been incurring losses since 2008 (Exhibit 1). It was decided in the meeting that funds for employee salaries for the next six months would be provided by the government only under the condition that a revival plan would be produced to the Board within the next three months. The Board would decide the future course of action after evaluating the proposed plan and the financial condition of the company. Kapoor, prior to the meeting, was hopeful about receiving continued financial support from the government for at least another year. So far, the company had managed to focus only on immediate survival like earning next month's salaries for the employees. This put the long-term survival of the company in question. The crisis management team had an idea for the revival of the organization, but that would essentially require capital flow for immediate breathing. The organization was already in adverse financial leverage condition. The only option to acquire working capital was government support. The condition of the organization would worsen if no relief fund was allotted to AEML in the next state government budget. Kapoor and his team were appointed to the organization with the objective of bringing about a turnaround of the company. The financial health of the state government did not allow it to continue financial support to the organization. However, neither the state nor the union government, led by the ruling party of VIKALPA The Journal for Decision Makers 42(2) 111-121