Human Resource Management Practices

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Table of Contents

Introduction
Human resource management in British airways
Human resource management in Air china
Human resource management in Emirates airline
Similarities and Differences in the three airlines
Conclusion
Works Cited

Introduction

Human resource management is an organizations function that entails all aspects that are associated with the human resource or work force in a particular organization, company or institution. It entails aspects like recruitment, coordination and control of the people working in an organization.

Some of the issues linked with human resource management include hiring, development, compensation, rewards and benefits, safety and protection, health and welfare, communication and motivation, employees performance management and administration and training among others.

Human resource management is a very essential function in every organization as it enhances overall efficiency and effectiveness of the organization through smooth running of all the activities and operations that are carried out in the organization.

The practices are however carried out differently in different organizations although there exist some similarities (Mathis and Jackson 2). This piece of work discusses the similarities and differences in human resource management practices in British airways, Air china and Emirates airlines and reasons behind the differences.

Human resource management in British airways

British Airways is a company that recognizes and appreciates the fact that the human resource is very essential and the driving force towards the companys success. There is a lot of emphasis put on respect and professionalism in regard to treatment of the employees and also the clients.

Motivation of the employees is also a key aspect in the company. The recruitment and selection process at British airways has been designed in such a manner that the skills of the candidates or job applicants match with the vacancies in order to enhance their performance and that of the entire company.

Training and development is done to maximize the employees potential. There are for example computer based interactive learning centers, documented materials and other programs aimed at instilling a variety of skills and knowledge in the employees. It offers attractive reward packages for instance in terms of salaries and wages (British Airways 1).

Human resource management in Air china

The human resource management in Air china has undergone some changes all aimed at improving its overall performance in the provision of services. Total quality management has been emphasized in an effort to achieve efficiency and effectiveness and also build a good reputation and enhance growth and development of the organization.

It has numerous employees and has managed to cater for them in terms of training and skills for instance through provision of good working conditions like modern technology, favorable working style and appropriate skills through training.

The training guarantees for quality performance and also safety especially when it comes to the pilots. Team building is also an aspect that has been considered important (Air China 1).

Human resource management in Emirates airline

Although Emirates airline is one of the youngest airlines, it is fast growing. The human resource management in the company is responsible for the satisfaction of the work force. It recognizes the human resource as essential tools towards achieving the organizations goals and objectives.

The Emirates airline takes training and development as a very important aspect and spends a lot on it (five to six percent of its revenue).

There are various training methods and a variety of technological advancements that are applied to ensure that the employees are well suited for their jobs. There is also career planning and development to match with modernization and competition (iBummed 1).

Similarities and Differences in the three airlines

Being in the same industry, airline industry, the British airways, Air china and Emirates airlines share some common aspects in regard to the human resource management practices.

For instance, the three companies face the following challenges in relation to the changing environment; diversity in the work force and changing nature of work, globalization, and restructuring of the organizations activities. This is because the industry is very competitive and susceptible to change.

The human resource managers and other personnel involved in the management also face some changes in their roles for instance the emergence of flatter organization structures that calls for changes in their functions, the need to empower the employees for better performance, encouragement of team work among the employees and emphasis in ethical management where some standards and codes are adhered to.

Another similarity is on the great emphasis that has been placed on human resource strategies and policies to the extent of integrating them in the companies values.

The strategies and policies put in place are usually aimed at satisfying the needs of the employees hence enhancing the job satisfaction and performance which in the long run lead to high quality of the airline services.

The airlines are also involved in provision of services to a very large pool of clients and hence have numerous employees to enhance the provision of services and hence appropriate and effective strategies have to be put in place to manage them (Chan 1).

The similarities among the British airways, Air china and Emirates airlines are more evident than the differences. This is because all the three companies are involved with similar services because they are in the same industry.

However the differences in the human resource management can be spotted in regard to the importance attached to the employees and how they are treated. Another aspect that can bring the differences is the coverage in terms of the countries served by the particular airlines.

The emirates airlines for instance use a lot of its revenue in the training and development processes than the other airlines. The technologies applied in the training are also quite different due to the difference in the capabilities of the companies and the extent to which technology has been appreciated and embraced.

The three organizations also apply different recruitment and selection processes based on the qualities the companies value. The benefits and rewards accrued to the workforce also vary depending on what the organizations management team considers best in regard to motivation of the employees and enhancement of job satisfaction among the employees.

The working conditions in the companies also differ based on the styles applied and also the organizational culture. All in all the differences are not very unique because the human resource management practices are usually undertaken with the main aim of enhancing employees satisfaction hence promoting their performance and that of the entire(Boyd 440) organization.

Conclusion

Human resource management is an essential aspect in all organizations and should never be underemphasized. It falls under one of the major components of the management function which is staffing the other ones being planning, organizing, and coordination and controlling.

The human resource in an organization is a valuable asset that determines the success or failure of the organization through their efforts towards utilizing other assets in the company. It is however only through their proper management that maximum efficiency, effectiveness and profitability can be achieved.

Works Cited

Air China. Air China Strengthens Training of Newly-Employed Pilots. Air China, 2008. Web.

Boyd, Carol HRM in the Airline Industry: Strategies and Outcomes, Personnel Review, 2001.Vol. 30 Iss: 4, pp.438 453.

British Airways. Training and Career Development. British Airways, 2011. Web.

Chan, Alvin. The Challenges of Human Resource Management. Zeromillion, 2002. Web.

iBummed. Training and Development (Example of Emirates Airlines) ibummed, 2010. Web.

Mathis, Robert L and Jackson, & Harold John. Human Resource Management. 12^th ed. USA: Cengage learning, 2008.

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