Ryanair Staff Motivation and Treatment Problems - Literature review Example

Human resources management plays a key role in helping the success of the operations task in selecting, training, and motivating the right kind of personnel for the organization (Woodruffe H, 1995). Human resource management is responsible for how people are treated in organizations. It is responsible for bringing people into the organization, helping them perform their work, compensating them for their labor, and solving problems that arise". Humans are an organization's greatest assets; without them, everyday business functions could not be completed.

” (Cherrington, 1995). Legge (1989) has the same view on this and comments that the organization's human resources are valued assets and not variable costs and highlights the commitment of employees as a source of competitive advantage to the organization ( Bratton et al,2001; p17).However, according to the article by the Guardian ‘Ryanair latest cut on costs: staff banned from charging phones’ (2005) claims that a source at one pilot's association said: "basically when you look at Ryanair you have got to forget about usual business models and think about what a cost really is.

You have got to stop thinking about employees as people who have rights, they are a resource which is used by the organization and when you are done with them, you get rid of them."Secondly, organizations must manage four types of assets ‘physical’ such as buildings and land, ‘financial’ such as cash, ‘intangible’ such as information systems, and finally ‘human’ which are individuals with talents capabilities, and experience. All these assets are vital but the human assets are like the glue that holds all the other assets together and is the guide to their use to achieve organizational goals and results (Mathis et al, 2006; p8).

Human resource management theories differ depending on the writer's theories on the nature of human potential and the aptitude to tap that potential are based on organizational behavior theories by Maslow (1954) and Herzberg (1966). On the other hand, McGregor’s Theory Y (1960) believes that commitment and performance by staff can be improved by my leadership style.