Human Resource Management Case Study Of Arik Air

1372 Words3 Pages
bulb-icon

Recommended: Understand strategy formulation and implementation

Arik Air being one of the largest airlines is an attractive option for our US based company, but it will come with considerable concerns about management, and administration of resources. Our company will now have to develop a plan to address the following issues; of hiring and maintaining a qualified pilot staff, host nation employees satisfaction under the new parent company and flexibility of a new pay scale. Overall, investment in this endeavor will be eventually very profitable, but we must first address the human resource situation, and this will be quite a complicated task. So where do we start? Before we look at assets, aircraft, and pilots who will represent a significant portion of value added assets but a minority in statistical …show more content…

("What is Polycentric Approach? Definition and meaning - Business Jargons", 2015) The rationale for this approach is that the locals know their culture better than the foreign owners and can run the business more efficiently as compared to how we can at this moment. According to Thomas P. Bechet 's article " Developing Staffing Strategies That Work: Implementing Pragmatic, Nontraditional Approaches," addresses staffing from a proactive, planning perspective, not just an implementation concern. It is no longer appropriate to consider staffing solely from an application perspective. (Bechet, 2000) Even though it may have been acceptable practice in the past, it is no longer realistic for business to assume that the staff needed to implement its plans is readily available and quickly recruited, developed and deployed. (Bechet, 2000) In fact, staffing constraints (e.g., an inability to hire a sufficient number of individuals with critical skills) may impact the company’s ability to implement its plans. (Bechet, 2000) In Nigeria, organizational control should be placed in the hands of management the host nation team to effectively manage employees and match them ability closely with our American desired goals and objectives to move the airline forward. (Fajana, Owoyemi, Elegbede, & Gbajumo-Sheriff,

Show More
Related

  • American Heart Association Case Analysis: Competitive Strategy and Operational Goals

    1019 Words  | 3 Pages

    The optimal scenario of the AHA would be to have a differentiated workforce that would consist of identifying "A" players and "A" positions throughout the organization where wealth or value is created to contribute to the bottom line of generating the billion-dollar goal by 2010 and placing those players in all positions throughout the organization. However, the reality is that the best action for the AHA due to budgetary and time constraints is to make strategic investments in the workforce that will have high impact and drive desired results by putting the right people in the right places and not the right people everywhere. The AHA did this by creating a new talent framework driven by eight operational goals to help build the foundation for how they will identify their "A" players and positions for strategic investment. The objecti...

    Read More

  • Tanglewood Case Study 3

    1424 Words  | 3 Pages

    Moreover, the company has placed great significance on open and honest communications with the employees on many levels. Even more, leadership expected a plan that would utilize all human assets in a way that would support the organization’s attitude in servicing customers and employees. As such, they found it important to centralize the staffing initiative in order to maintain the unique corporate culture created in the beginning. Every one of these strategies would be focused on centralizing staffing, brining in the best possible employees, and retaining each on a high

    Read More

  • Southwest Airline Merger With AirTran

    1448 Words  | 3 Pages

    Southwest Airlines has come from an underdog to being one of the best airlines in the industry. This reputation translates from its strategic management of resources. The Co-founder and former CEO, Herb Kelleher, established a unique corporate culture that leads to high customer satisfaction, employees’ morale, and one of the most profitable airlines in the industry (Jackson et al., 2012). The corporate culture concentrates on empowerment the workforce. It shows through Southwest Airlines core values that “happy employees lead to happy customers, which create happy shareholders” (Jackson et al., 2012). Since its first grand opening in 1971, Southwest Airlines has shown steady growth, and now carries more passengers than any other low-cost carrier in the world (Wharton, 2010). To expand the business operations, Southwest Airlines took over AirTran in 2010 as a strategy to gain more market share for the Southeast region and international flights. However, the acquisition of AirTran brought upcoming challenges both internally and externally for Southwest Airlines. In this case analysis, the objectives are focusing on the change process post the merger with AirTran, and evaluating alternatives to address the impacts of the merger.

    Read More

  • Mooney Aviation Company

    1922 Words  | 4 Pages

    In the year 1929 Albert and Arthur Mooney came together and they started an Aircraft Company known as Mooney Aviation Company in Texas. This research paper will examine this Aircraft Company from its initial operation in the global air industry and how it has been operating with all the ups and downs posed by technological and economic changes across the globe. Typically, Mooney Aviation Company is a privately owned company that aims at making profits, offering the best or high quality airplane services to its clients. In addition to this, Mooney Aviation Company encourages its employees to be creative and innovative thus enhancing their personal growth. Apart from being friendly, Mooney Company treats its employees with a lot of care, respect, and warmth thus enabling them to offer quality services to their clients (Ganson, 2014).

    Read More

  • Southwest Airlines

    930 Words  | 2 Pages

    If the short haul passenger was the backbone of Southwest Airlines success, then their 737s were the lifelines that supported it. By choosing the 737 as the airplane for all of Southwest's flights, the company saved time and resources in training its employees. The crew could be easily substituted for one another due to the extensive training on the 737. Low costs and, therefore, low fares are an enormous competitive advantage, when combined with their high-quality and loyal workforce. A very unique culture was found at Southwest Airlines among all of its employees.

    Read More

  • Kotter Case Study Essay

    1315 Words  | 3 Pages

    After recognizing for their long-term survival, Alaska Airlines implemented two modifications, appointed a vice-president of operations of their Seattle hub, Ben Minicucci, and created a structure where each employee reported to their manager and Minicucci to support his initiatives (Avolio, Patterson, & Baker, 2015). This structure utilized Kotter’s fifth step of empowering others to act. At the same time, Alaska Airlines did an excellent job focusing on creating a short-term win, which is part of Kotter’s sixth step. For instance, three examples stand out: improving the relationships with the various unions, implementing performance metrics to enhance performance, and saving resources through the lean process (Avolio, Patterson, & Baker, 2015). In fact, these steps shifted the airlines paradigm from a struggling carrier to one that is

    Read More

  • Airline Industry and Contestability Project What is a contestable market?

    1637 Words  | 4 Pages

    that there will be low sunk costs as these planes could be sold off if

    Read More

  • International Human Resource Management Case Study

    1264 Words  | 3 Pages

    While there are many various global issues that affect the International Human Resource Management to run efficiently, there are two key concepts that play a major role in understanding how to approach them with cohesive and a well coherent strategy; they are the International Human Recourse Management Strategy and Understanding the Cultural Environment. In the International Resource Management strategy, many companies will do their research in finding companies that offer the following:

    Read More

  • Qantas Market Segmentation

    1010 Words  | 3 Pages

    The airline industry has long attempted to segment the air travel market in order to effectively target its constituents. The classic airline model consists of First Class, Business Class and Economy, and the demographics that make up the classes have both similarities and differences to the other classes. For instance there may be similarities between business class travellers on a particular flight, but they will not all be travelling for the same reason. An almost-universal characteristic of air travel is that customers do not fly for the sake of flying; the destination is the important element and the travel is a by-product, a means-to-an-end that involves the necessity of an aircraft that gets the customer from point A to point B. Because the reasons can differ greatly in the motivations for a customer wanting to fly, it can be difficult to divide the market into discrete segments, that is, there is always going to be overlap in the preferences and characteristics of any given segment. With that in mind, the commonalities that are shared between the clientele that make up the respective classes can easily withstand analysis.

    Read More

  • Miller Tool Company

    1134 Words  | 3 Pages

    We are facing a human resource crunch on our two fronts: The Engineers and designers i.e. the executive level staff as well as the Leaders who can efficiently manage the business. Improper use of good talent has led to high rate of attrition.

    Read More

  • The Importance of Diversity in the Workplace

    761 Words  | 2 Pages

    International businesses are also finding new ways of increasing diversity abroad. Instead of using expatriate employees as management, they are starting to hire locals. Companies that operate abroad are realizing that using expatriate employees is not a permanent solution. They are often expensive, and are not capable of translating their skills into the new environment. In a company that operates globally, it is important that the company knows how to relate to the local markets, and a great way to do this is by hiring local talent. Hiring locally is cheaper, there is not a language barrier, and they are accustomed to the business environment in the area(5). They can also help the business by providing a new perspective into international markets, and offer ways that the company can improve their diversity abroa...

    Read More

  • KPMG: Four Functional Areas of Human Resources Management

    1800 Words  | 4 Pages

    Performance management is defined as the partnership of two individuals reaching for a mutual goal, exceptional performance. They are the employee and the supervisor.

    Read More

  • International Management Challenges

    2709 Words  | 6 Pages

    ...e located and the human resource management to effectively manage the global workforce diversity. Furthermore, management practices across nations should be more focused in terms of enhancing expatriates’ experience with cross-cultural training. It is also highlighted that executives of international firms must efficiently devise the best strategies and plans to increase the business positive performance and for controlling resources of their foreign subsidiaries. As a consequence, global managers play a very important role in the development and success of multinational corporations in the current competitive international market since there are numerous issues that they have to deal with in the operating process. If the enterprises could overcome the management challenges, they would gain great opportunities in the global economy and achieve favorable outcomes.

    Read More

  • Strategic Human Resource Management

    2031 Words  | 5 Pages

    However you define the activities of management, and whatever the organisational processes are, an essential part of the process of management is that proper attention be given to the Human Resource function. The human element provides a major part in the overall success of the organisation. Therefore there must be an effective human resource function. In the past, most organisations viewed Human Resource Management (HRM) as an element function, that is an activity that is supportive of the task functions and does not normally have any accountability for the performance of a specific end task. Because of the emphasis on analysis and precision there is a tendency for strategists to concentrate on economic data and ignore the way in which human elements and values can influence the implementation of a strategy. 'Economic analysis of strategy fails to recognise the complex role which people play in the evolution of strategy - strategy is also a product of what people want an organisation to do or what they feel the organisation should be like.?(1).

    Read More

  • Human Resource Management

    1222 Words  | 3 Pages

    An organizational human resources department utilizes the hiring and firing process to meet the organization’s personnel needs. Organizational human resource departments are charged with the oversight of an organizations administration department. The practice of hiring and firing people is a process employer’s conducts on a daily basis. This process has to be done in a proper manner and not in haste. The implication that can occur from the improper hiring and firing process could and can have a positive or negative impact on an organization. Therefore, employers must carefully evaluate their decision to hire/fire individuals and its impact on the organizations’ workplace environment and others employees. Human Resource Management is important for an effective organization. In today’s organization, HRM is valuable to the organization because of increase legal complexities and its known for improvement in productivity. However, management should realize that poor human resource management could result in an outburst of hiring process followed by firing or layoffs. According to (Satterlee 2013, p. 194), “Hiring the best candidate who is also a good fit for the organization is crucial for the success of an organization, because a poor hiring decision will have repercussions across the entire organization”. Satterlee made a valid point because poor hiring could have an impact on the bottom line performance of the firm. In other words, HRM is the contributing factor to the success of the organization including motivating and maintain the staffs. The purpose to the motivation is to ensure that all employees grow to a full potential. According to (Sims 2006, p. 5), “HRM efforts are planned, systematic approaches to increasing organizati...

    Read More

More about Human Resource Management Case Study Of Arik Air

Open Document