Aviation Human Resource Management And Roles Of The Different Personnel

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Aviation Human Resource Management And Roles Of The Different Personnel
Abstract
This paper aims at pointing out the human resource management in the aviation industry and its centrality in the attainment of the overall goals of the organization. The paper exposes the importance of the human resource function in the airlines and the importance of talent retention and the recruitment of the best human resource talent. It relates the human resource management techniques with customer satisfaction. The paper also focuses on the retention techniques used in the talent management process.
Key words: human resource management, talent management, talent retention, airline
The nature of airlines demands that the hiring practices be conducted in a succinct manner to reduce risk and increase the customer experience. Airlines rely on the customer satisfaction for the creation of the continued business. Airlines also have to be run reliably in order for them to compete effectively in the market (Jackson et al., 2014). The nature of business and the risk aspect in the operations calls for the recruitment of the best talent in the market. Quality talent in the industry can be difficult to find and sustain. Consequently, the human resource management approach adopted by any airline has to focus on the retention of the talent (Baker, 2013). This paper will review the human resource management practices in the airline industry and the common roles undertaken by different employees.
Airline human resource management
Human resource management has the role of recruitment training and promotion of the individuals that have the capabilities that suit the needs of the airline (Chuang, Chen, & Chuang, 2013). In the real sense, the human resource management has the role of hiring individuals that are perfect fits to the culture of the airline or at least exhibit the inclination towards the culture of the company (Rush, 2012).
The human resource management has the role of voicing the culture of the company and enforcing it through the selection of the talent that suits the needs of the company (Arif, Gupta, & Williams, 2013). While the rest of the management has the ability to influence the organizational culture, the human resource department has the role of ensuring that the employees hired have the ability to follow the tenets of the company (Lengnick-Hall et al., 2011). It also plays the role of communicating change and ensuring that the employees are capable of coping with the changes in the sector.
The department discharges its duty by developing interviews and means of identification of the people that have the best personality, which will fit in the profile of the company. The entrepreneurial climate of the sector accords the human resource a greater latitude in terms of socialization and hiring decision that it undertakes (Lengnick-Hall et al., 2011). While informality in hiring process is not accommodated, there is an allowance of creativity in the hiring process, which accords the human resource managers the power to judge the personality fitness of an applicant to the organization’s culture and direction (Amankwah-Amoah & Debrah, 2011).
Airline industry is also affected by the prevailing dogma whereby the employees no longer believe in an organization and its ability to take care of their needs for the long term (Arif, Gupta, & Williams, 2013). The majority of the applicants in the aviation industry do not have a long-term plan when they assume the jobs in the airline since they have a focus on the development of their careers and not the growth with the organization as it is the norm (Jackson et al., 2014). The human resource management has the role of fitting its operations to this mode of thinking (Madsen, 2013). One of the ways that the airline human resource management can deal with the new way of thinking is by providing the employee with the opportunities for self-growth and development while strengthening the position of the company (Baker, 2013).
Human resource management has the role of building the image of the ideal employer in order for the company to attract and retain the best talent (Chuang, Chen, & Chuang, 2013). Some of the qualified employees may opt to work for a company that they deem as ideal employer at lower salaries. The unconventional behavior is hinged on the perception that the best talent looks for the equally talented employees (Lengnick-Hall et al., 2011). One of the ways of increasing the image of the company and presenting it in the best light is by providing the prospective employees with the best training, job enrichment, and rotations that will appeal to them.
Human resource management has the responsibility of identifying the employees that are most likely to be among the best performers (Jackson et al., 2014). In as much as the employee is interested in the best employer, the company is also in pursuit of the employees that are ideal for the company (Rush, 2012). Once the company has hired the employees, the human resource management has the responsibility of evaluating the performance of the employees in order to identify if there are employee that have the potential of performing better in the another position apart from the one that they were recruited for. This approach to the human resource management seeks to identify the talent and manage it by increasing the potential of the employee to perform in a better manner in the future (Harvey, Williams & Probert, 2013).
The human resource management also has a keystone responsibility of retaining the talent. Many airlines would wish to poach the best performers. In most of the cases, the airlines tend to succeed in the move. The high rate of turnover of the talented performers in the company indicates that there is lapse in the talent retention focus of the organization. The human resource management officials have the responsibility of ensuring that the talented employees are not taken by the other airlines in the war of talent.
Human resource management has the duty of identifying the talent that the individual. Succinct identification of talent calls for more than mere comparison of the employee with the peers (Casanueva, Gallego, & Sancho, 2013). Human resource managers have to compare them with their job description and their accuracy in delivering their job description. Since the organization invests in the employees by training them, the human resource management has to ensure that they are retained (Arif, Gupta, & Williams, 2013). The retention strategies include improved compensation, recognition of the employees’ achievements, promotions, and increased offering of new responsibilities to the employees.
The airlines have to market the jobs as opposed to marketing their brand or culture (Baker, 2013). The assertion is backed by the fact that whenever a company has the ability of attracting the right management and employees, the brand will be able to grow by itself since the appointed team will be responsible for the reinforcement of the values upheld by the company (Rush, 2012). The awareness of the future jobs should be based on the competence and not seniority since the convention of awarding higher jobs levels to the senior managers is a detriment to the employee motivation (Harvey, Williams & Probert, 2013).
The organizational culture represents the shared values in the organization setting. The linking process of the practices of the human resource department to the overall culture is important in that it makes the new employees to develop competencies in their southwest delivery (Casanueva, Gallego, & Sancho, 2013). The human resource management has to hire the best fit for the organizational culture (Arif, Gupta, & Williams, 2013). The majority of the employees are familiar with the aspects that the hiring process uses to select the candidates to fill the vacancies (Lengnick-Hall et al., 2011). However, the employees or applicants are unaware of the approaches used in the selection of the employees that meet the other aspects that are beyond the skills and other technical qualifications.
The candidates have to fit in the culture of the organization in order for them to be able to work with the rest of the employees, they must be willing to create and support the rest of the employees in the organization (Jackson et al., 2014). The determination of whether there is a good fit is a crucial aspect in the entire human resource management process since the instances when the organization misses will manifest in the service delivery (Harvey, Williams & Probert, 2013).
The airlines hiring ...