Personnel Improvement and Success of Qatar Civil Aviation Authority - Research Proposal Example

Name: Lecturer: Course: Date: Реrsоnnеl Imрrоvеmеnt and thе Suссеss of Qаtаr Сivil Аviаtiоn Аuthоrity Introduction Personnel improvement entails the strategies and approaches employed and adopted by an organization in ensuring that the employees of the said organization are well developed and advanced in a manner that enhances not only skill but their ability to achieve organizational objectives. According to Noe (76), such strategies are geared towards the development of personnel in areas such as advanced skill acquisition, knowledge expansion and the provision of facilities for training and learning. The human resource faction of an organization is typically concerned with personnel improvement and ensures the management of the process. In this way, the primary role of human resource management is to manage the resources of an organization and maximize their ability to contribute positively to the organization’s bottom line. Mayo (522) highlights the fact that employees or organization personnel are the most vital resource of an organization and as such, efforts directed at improving this faction of the entity are vital to the health of the organization and its ability to meet its objectives. This research is going to evaluate and analyze personnel improvement and success of Qatar Civil Aviation Authority. The study is going to examine the various strategies and tools instituted by the organization for personnel improvement and achievement of organizational objectives. The evaluation of strategies and measures established for personnel improvement in the organization enables a better comprehension of organizational success. In this respect, the research will examine past and current strategies adopted by Qatar Civil Aviation Authority for personnel improvement and success of the organization. Research Questions Which strategies have been implemented to aid personnel improvement in Qatar Civil Aviation Authority? What setbacks has the organization faced in achieving its objectives and that are slowing down growth and development? Is the public and private sector involved in running the organization? What resources are there or can be introduced to assist in human resource development and for the organization’s success? Aim Establish measures and strategies that can be established for personnel improvement and success of Qatar Civil Aviation Authority Statement of the Problem This research project will investigate and examine strategies both past and current that the organization has implemented for personnel improvement. The Qatar Civil Aviation Authority has undergone significant growth over the years and as such, needs new strategies, measures, ad approaches to ensure the human resource faction of the organization is efficient and can meet national and international demand of civil aviation. Qatar Civil Aviation Authority Qatar Civil Aviation Authority is a government agency that is headquartered in Doha. The organization is tasked with overseeing the civil aviation sector in addition to management and control of aspects such as airport projects, security services, safety, air navigation development, and other civil aviation regulations. The increase in oil-prospecting activities in Qatar and associated operations necessitated the establishment of a body to oversee and govern the civil aviation sector in the country. With an increase in demand for air transport and services in Qatar, there was a need to establish the Civil Aviation Sector. The civil aviation sector in Qatar was thus established due growth in commercial air transportation that also necessitated the construction of Doha International Airport. Over time, the sector has undergone tremendous growth and development characterized by expansion ("Civil Aviation Authority | State Of Qatar"). The Qatar Civil Aviation Authority was established in the year 2001 in accordance with the law which was later modified in 2009 and in 2012. These amendments were in line with improved requirements of international and domestic aviation segment. In line with international civil aviation requirements, it is important to note that Qatar is a member of various international aviation entities including the International Civil Aviation Organization, The Arab Civil Aviation Commission, and International Air Transport Association among others("Civil Aviation Authority | State Of Qatar"). According to the official website, ("Civil Aviation Authority | State Of Qatar") Qatar Civil Aviation Authority possesses a legal character and has a budget within the Transport Ministry of the country. From the time the organization was established, it has engaged in the signing of over one hundred and fifty agreements and treaties with various nations around the world. The organization through growth and development has endeavored to keep abreast with various innovative changes in various fields with efforts geared towards achieving organizational goals in line with international aviation regulations and standards. The organization additionally facilitated the formation of Qatar Airways, which is the country’s national carrier. Qatar Civil Aviation Authority has five departments that include the department of air safety, air navigation, meteorology, air transport, and airport affairs and joint services department. Literature Review In order to investigate the strategies instituted by Qatar Civil Aviation Authority for personnel improvement successfully, it is important to look at the concept of personnel improvement. This enables a better understanding of strategies that might be construed to de aligned to personnel improvement and factors associated with approaches directed at personnel development in an organization. In this way, the literature review section examines the concept of personnel improvement in addition to using various scholarly material and sources in analyzing and evaluating the concept based on human resource management. Personnel improvement is also termed as employee development or improvement and entails approaches taken to encourage an organization’s personnel to advance a well as acquire new skills, knowledge and expertise (Lee and Bruvold 981). This is done through provision of training and learning facilities and opportunities through which these innovations can be applicable. The goal of personnel development is to ensure that an organization has progressive personnel that are competent and have the necessary skills required to meet organizational objectives and goals. Employees or an organization’s personnel are the most valuable resource and as such, efforts directed at proper development have tremendous impact on the organization’s ability to meet its objectives. Lack of proper strategies and approaches in personnel improvement has detrimental effect to an organization and affects numerous areas, which hampers the proper growth and progress of an organization. An organization that has no clear strategies for personnel improvement also risk constructing an impression that communicates that they do not value their most valuable resource. Personnel improvement is based on the notion of improving the human capital in an organization to set the ground for effective and exemplary organizational performance. In employee or personnel improvement, it is important to establish the employee as a vital resource, which has to be accorded value in addition to nurturing and retention. This is because the personnel of an organization are the backbone that holds the organization and enables its existence. Every single personnel in an organization contribute to the success of the organization by playing their various part. In the same way, employees can contribute to either the success or failure of an organization based on how the organization through its human resource faction manages them. Without organizational personnel, Soni (157) observes that even the most effective and efficient organization with the most advanced technological aspects is bound to fail. In this manner, an organization has to institute and establish strategies for employee improvement and must invest both resources and time in factors such as training and development of the personnel. This not only makes the personnel indispensable but maximizes output, effort and associated aspects aimed at achieving organizational objectives. Incorporating technology into the human resources system in a manner geared towards the improvement of personnel is one of the strategies or tools that enhance personnel improvement. An organization that strives for personnel improvement has to be in tune with current technological developments that can be integrated to enhance performance, efficiency, progress and development. Minter and Thomas (43) advance the notion that technology is a major factor in efforts directed towards improving personnel. In this respect, an organization has to implement measures that allow employees or the organization’s personnel to keep up with the latest advancements for the success, growth, and realization of objective. In the case of Qatar Civil Aviation Authority, various efforts have been instituted in place to enhance the organization’s personnel through the use of technology. Civil aviation is an area that constantly relies on technology and advanced technological aspects in an ever changing and growing international market. Through the integration of systems such as Mawared system, the organization has managed to improve personnel through the provision of a platform that enables application of technology in their day-to-day work processes and operations. The system is a cohesive internet based platform for the management of human resources within the organization. The aim is to provide the latest technology that enables the organization to enhance the capabilities of the authority’s personnel in addition to promoting human resource services. Such an integration of technology into the organization’s efforts and approaches is in line with the digitization of civil aviation functions and processes. An organization’s efforts that includes integration of technology for personnel improvement has various and numerous advantages since it provides the organization’s personnel with benefits such as ease of information access and access to human resource services that are pertinent for development and growth. The incorporation of technology into civil aviation sector has benefits for personnel improvement that include the organization’s ability to manage personnel or personnel management, management of performance, remuneration and other associated factors related to improvement of the personnel. The goal of integrating technology into organizational efforts for personnel improvement is based on goals such as the development of strategies like instituting inventive reward programs. A program like that can be based on the personnel performance such that the organization’s personnel are inclined to better performance and output with the knowledge that the entity values and recognizes efforts (Aguinis and Kraiger 451). For instance, in the case of Qatar Civil Aviation Authority, the strategy adopted through Mawared is based on strategy development and the provision of remuneration programs that are driven by incentives provided. Incentive through performance-based pay enable the organization to not only attract the best personnel but also retain the most skilled and competent personnel who are driven to achieve organizational goals ("Mawared Portal"). It is also beneficial in the determination of the right compensation for individual personnel, which consequently motivates higher output, growth efforts and ultimately organizational success. Budgeting is also a strategy for personnel improvement in the sense that an organization geared towards establishing personnel improvement has to adopt a budgeting strategy that is structured to accommodate remuneration increases and pay rises. According to Bach (319), the creation and allocation of a budget and funds that accommodate rewards and increments is a strategy for personnel improvement in the sense that, the strategy allows the organization to effectively reward personnel without constraints since limitations are covered in the budgetary allowance. Since Qatar Civil Aviation Authority is a government entity, strategies aimed at personnel improvement have to be aligned to the government regulations and adhere to the laws of human resources (Fernandez et al. 308). This is beneficial to employee or personnel improvement since it enables the management to make informed decisions regarding aspects such as training, development, compensations among other factors. Employee performance management is a strategy that aims to tap into personnel potential and consequently aids personnel improvement by the organization. The goals or objectives covered by the strategy include the retention of skilled personnel in addition to enabling the identification of the organization’s best performers and personnel with the highest potential. Ingraham et al. (54) notes that it is also beneficial as a strategy for maximizing and increasing productivity in a manner that allows for the realization of the entity’s objectives both in the domestic capacity and internationally. In managing performance, there is the setting of goals that allow the organization through the human resource faction to align personnel and individual objectives with the organizations strategy for success. The human resource factions tasked with management of personnel performance benefits from processes such as performance appraisal which backs the management efforts of improving personnel. Strategies based on management of performance also enable an organization to institute and create plans for personnel development by pinpointing gaps in personnel skills and plan for the improvement of personnel in filling such gaps through training and even matching specific skills to suitable personnel. Other strategies and tools for personnel improvement include better and innovative recruitment processes that enable the organization to select the best personnel to join the team and also get the best and appropriate talent in individuals which are beneficial for achieving organizational objectives and driving success. Armstrong (146) also notes that enabling personnel improvement through learning also constitutes a better tool allowing for the efficient management of factors such as the training of the personnel and factoring in the learning needs of personnel. Works Cited "Civil Aviation Authority | State Of Qatar". Caa.gov.qa. N.p., 2016. Web. 5 Oct. 2016. "Mawared Portal". Sapepp.mawared.qa. N.p., 2016. Web. 5 Oct. 2016. Aguinis, Herman, and Kurt Kraiger. "Benefits of training and development for individuals and teams, organizations, and society." Annual review of psychology 60 (2009): 451-474. Armstrong, Michael. A handbook of personnel management practice. Kogan Page, 2006. Bach, Stephen. "Public‐sector Employment Relations Reform under Labour: Muddling Through on Modernization?." British Journal of Industrial Relations 40.2 (2002): 319-339. Fernandez, Sergio, Yoon Jik Cho, and James L. Perry. "Exploring the link between integrated leadership and public sector performance." The Leadership Quarterly 21.2 (2010): 308-323. Ingraham, Patricia Wallace, Sally Coleman Selden, and Donald P. Moynihan. "People and performance: Challenges for the future public service—the report from the Wye River Conference." Public Administration Review 60.1 (2000): 54-60. Lee, Chay Hoon, and Norman T. Bruvold. "Creating value for employees: investment in employee development." The International Journal of Human Resource Management 14.6 (2003): 981-1000. Mayo, Andrew. "The role of employee development in the growth of intellectual capital." Personnel Review 29.4 (2000): 521-533. Minter, Robert L., and Edward G. Thomas. "Employee development through coaching, mentoring and counseling: A multidimensional approach." Review of Business 21.1/2 (2000): 43. Noe, Raymond A. Employee training and development. McGraw-Hill/Irwin, 2010. Soni, Vidu. "From Crisis to Opportunity: Human Resource Challenges for the Public Sector in the Twenty‐First Century." Review of Policy Research 21.2 (2004): 157-178. Read More