Human Resource Management In Aviation Industry - Case Study Example

Running Head: Human Resource Management Human Resource Management of the of the Human Resource Management In Aviation: (HRM) is the tactical and rational approach to the management of an organization's mainly esteemed assets - the people functioning there who independently and cooperatively donate to the accomplishment of the objectives of the business. The terms "human resource management" and "human resources" (HR) have basically restored the term "personnel management" as a portrayal of the development concerned in managing people in organizations. Human Resource management is embryonic rapidly. Human resource management is both an academic theory and a business rehearsal that addresses the hypothetical and realistic modus operandi of managing a workforce ("personnel management", Sixth Edition, 2005). Features In aviation management or in any organization these four features are very necessary to understand and these are too important because the success is heavily rely on them: Personnel administration Personnel management Manpower management Industrial management But these conventional languages are flattering less common for the theoretical regulation. Every now and then even industrial dealings and employee associations are confusingly scheduled as synonyms, though these normally demote to the relationship between management and workers and the behavior of labours in corporation. The hypothetical regulation is based mostly on the supposition that workers are individuals with altering goals and needs, and as such should not be contemplation of as essential business resources, such as trucks and filing cabinets. The field takes a constructive vision of workers, supercilious that practically all wish to contribute to the enterprise productively, and that the main obstacles to their comings and goings are lack of knowledge, inadequate teaching, and failures of procedure (Armstrong, Michael, Human Resource Management Practice, 10th edition (2006). Practitioners in the field see HRM as a more innovative view of workplace management than the traditional approach. Its practices force the managers of an endeavour to express their goals with specificity so that they can be unspoken and assumed by the workforce, and to make available the resources needed for them to successfully accomplish their assignments. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction within organisations. Synonyms such as personnel management are often used in a more restricted sense to describe activities that are necessary in the recruiting of a workforce, providing its members with payroll and benefits, and administrating their work-life needs. So if we move to actual definitions, Torrington and Hall (1987) define personnel management as being: "Those decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage"( While Miller 1987, p. 352). Academic Theory The goal of human resource management is to help an organization to convene planned goals by drawing, and preserving workers and also to administer them successfully. The keyword here possibly is "fit", i.e. HRM advancement looks for to certify a fit between the management of an organization's employees, and the overall strategic direction of the company (Miller, 1989). The essential principle of the academic theory of HRM is that humans are not equipments; therefore we need to have an interdisciplinary assessment of people in the workplace. Fields such as psychology, industrial engineering, industrial and organizational psychology, industrial relations, sociology, and critical theories: postmodernism, post-structuralism play a chief role. Many colleges and universities tender bachelor and master degrees in Human Resources Management. One extensively used system to explain the role of HRM, urbanized by Dave Ulrich, defines 4 fields for the HRM function: Strategic business partner Change agent Employee champion Administration On the other hand, many HR purposes these days struggle to get beyond the roles of administration and worker champion, and are seen somewhat as knee-jerk than deliberately upbeat colleagues for the top management. In addition, HR organizations also have the intricacy in confirming how their activities and processes add value to the company. Only in the fresh years HR scholars and HR experts are focusing to expand models that can calculate if HR adds value (Ulrich, Dave, Human Resource Champions, (1996). Critical Academic Theory Postmodernism plays an important part in Academic Theory and particularly in Critical Theory. In many ways, critically or not, many writers contend that HRM itself is an attempt to movement away from the modernist traditions of personnel (man as machine) towards a postmodernist view of HRM man as individuals. Critical Theory also questions whether HRM is the pursuit of "attitudinal shaping", particularly when considering empowerment, or perhaps more precisely pseudo-empowerment - as the critical perspective notes. Many critics note the move away from Man as Machine is often in many ways, more a Linguistic (discursive) move away than a real attempt to recognise the Human in Human Resource Management. Critical Theory, in particular postmodernism (poststructuralist), recognises that because the subject is people in the workplace, the subject is a complex one, and therefore simplistic notions of 'the best way' or a unitary perspectives on the subject are too simplistic. It also considers the complex subject of power, power games, and office politics. Power in the workplace is a vast and complex subject that cannot be easily defined. This leaves many critics to suggest that Management 'Gurus', consultants, 'best practice' and HR models are often overly simplistic, but in order to sell an idea, they are simplified, and often lead Management as a whole to fall into the trap of oversimplifying the relationship. Key human resources: The main human qualities that an airline needed for giving the quality services that have been promised by them including: Problem solving approach: In this approach an airline tends to create more and more ways to develop solutions for those problems which customers generally have as the result the goodwill of that company rises with this another thing that happens is the decrease in the problems the company it self facing because when they implement the solution to the whole company both the company as well as the customers will satisfy. Comfort: This includes the actual comfort from the time when the passengers enter the airport till he leaves the airport. One more is important in case of buying of seats through Internet the aviation has to fulfil this demand to with ease and try to give as easy ways of doing this as possible. Luxuries: After safety today the biggest human need and requirement from the aviation is luxury most of the time people like business men, managers, players and others are travelling quite frequently and with this journey they have to cope up with their daily routine too so if the journey is not very satisfactory they will go for the substitute so for aviation management this thing is one of the very requirement for today. Much aviation has earned goodwill as well as money by doing this (Towers, David. Human Resource Management essays, 2007). Business Practice Human resources management comprises several processes. Together they are supposed to achieve the above-mentioned goal. These processes can be performed in an HR department, but some tasks can also be outsourced or performed by line-managers or other departments. Workforce planning Recruitment (sometimes separated into attraction and selection) Induction and Orientation Skills management Training and development Personnel administration Compensation in wage or salary Time management Travel management (sometimes assigned to accounting rather than HRM) Payroll (sometimes assigned to accounting rather than HRM) Employee benefits administration Personnel cost planning Performance appraisal Careers The sort of careers available in HRM is varied. There are generalist HRM jobs such as human resource assistant. There are careers involved with employment, recruitment and placement and these are usually conducted by interviewers, EOE (Equal Opportunity Employment) specialists or college recruiters. Trainers and orientation specialists often conduct Training and development specialise. Compensation analysts, salary administrators, and benefits administrators handle compensation and benefits tasks (Smith, Martin, HR Show me the money 2006). References Armstrong, Michael (2006). A Handbook of Human Resource Management Practice, 10th edition, London: Kogan Page. ISBN 0-7494-4631-5. OCLC 62282248.' "personnel management". The Columbia Encyclopedia (Sixth Edition). (2005). Columbia University Press. Retrieved on 2007-10-17.'"personnel management - see industrial management"' Encyclop'dia Britannica.'"Personnel administration is also frequently called personnel management, industrial relations, employee relations"' Towers, David. Human Resource Management essays. Retrieved on 2007-10-17. Ulrich, Dave (1996). Human Resource Champions. The next agenda for adding value and delivering results. Boston, Mass.: Harvard Business School Press. ISBN 0-87584-719-6. OCLC 34704904.' Smit, Martin E.J.H. (2006). "HR, Show me the money; Presenting an exploratory model that can measure if HR adds value". Read More