Lofty Airways Case Study

979 Words2 Pages
bulb-icon

Recommended: +how strategic human resource management helps an organisation achieve its strategic objectives

The business environment is always rapidly changing. For example the importance of globalisation, changing customer demands and the increasing product market competition is always keeping businesses on their toes. Recently in modern organisations another change that keeps on changing is government legislation. In Australia businesses must comply with the collective bargaining objectives which is protected under the Fair Work Act (Cth). In order for businesses to compete successfully they need to the improve their performance by reducing costs, innovating products, improving quality as well as taking care of their employees and obeying government’s legislation. Whilst it is hard enough for a business to comply with the collective bargaining …show more content…

The reason is because the success comes from managing people. Whilst it is easy for a business to copy one thing about a business, it is much more difficult to copy numerous amount of things. An example of this would be that Loft Airways’ competitors could easily copy the way that the airline does service on the plane by offering the same drinks, food and the same on flight entertainment but it would be hard for their competitors to copy their human resource management which has proven to be the defining factor for a business’s success within the 21st century. With this being said, in order for Lofty Airways to sustain a competitive advantage using strategic human resource management, it needs to achieve the following strategic goals (8);

• Lofty Airways management would need to invest in their workers through an introduction.
• The management of Lofty Airways would need to encourage the workers to learn which is designed to increase the workers skills and align those skills to the needs of Lofty Airways
• Lofty Airways national HR manager, Mr Flyaway would need to ensure that the goals of Lofty Airwards is well known and the these goals are to satisfy their customers
• Mr Flyway would need to define the behaviour of the organisation. These organisational behaviours are needed …show more content…

These advantages include;

• The continue survival of Loft Airways
• The ability of Lofty Airways to support and successfully implement business strategies
• Strategic human resource management can create a competitive advantage for Lofty Airways, which also through strategic human resource management can allow for Lofty Airways to maintain the competitive advantage
• Can improve the responsiveness and innovation potential for Lofty Airways
• Increase the number of feasible strategic options available to Lofty Airways
• And strategic human resource strategies can also improve the collaboration and establish teamwork between the HRM department and the line managers.

So to answer Mr Flyaway’s question, yes he as the National HR manager for Lofty Airways should invest time and resources into developing human resources strategies as human resources do provide many advantages and benefits to a modern organisation like Lofty

Show More
Related

  • Values, Value, Mission And Mission Roles For Southwest Airlines

    1417 Words  | 3 Pages

    The promotion of employees from within is a fact and testament of their successful development and training program. Southwest Airlines has a program designed to strategically developed managers in an intensive Manager-in-Training program that prepares them for the next level. The university is the umbrella for training and development for Southwest since 9/11 which has focused on enhancing its curriculum to help employees achieve their goals. Southwest Airlines provides a Career Development Group that helps employees focus on personal and career growth. This is accomplished by working on a component that will align the employee’s personal development needs and strengths so they can grow more. It also encompasses a skills assessment that’s structured toward helping employees align their degree to a specific job within the company. As stated before, Southwest’s purpose is designed to encourage employee fulfillment and by their Career Development services help them become more fulfilled in their jobs. According to their philosophy, Southwest Airlines hires for attitude and trains for skills. This is why they have become a company with high retention rates. Southwest Airlines is voted “the best place to work” for a simple reason. The company invests in their employees and are committed to their values and

    Read More

  • Career Development At Electronic Applications

    1502 Words  | 4 Pages

    On the medium term, the key questions, the Human Resources department needs to answer, are following ones, in order to align its strategy with the company’s one:

    Read More

  • The Importance Of Human Resources

    774 Words  | 2 Pages

    Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)

    Read More

  • Strategic Human Resource Management (SHRM)

    1178 Words  | 3 Pages

    In the fields of management and business, Strategic Human Resource Management (SHRM) has been a powerful and influential tool in order to motivate employees to perform productively. (Ejim, Esther, 2013). According to Armstrong (2011), SHRM refers to the way that the company use to approach their strategic goals through people with a combination of human resource policy and practices. The purpose of SHRM is to produce strategic capability that the organisation must ensure such that employees are skilled, committed, and well-motivated in order to achieve a sustainable competitive advantage, (Armstrong, 2011). Particularly, the organisation must be able to carefully plan strategic human resource ideas, aimed to increase the productivity.

    Read More

  • Tanglewood Case Study 3

    1424 Words  | 3 Pages

    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, bringing in the best possible employees, and retaining each on a high level. Human Resource and Staffing Strategy When developing a strong and scalable human resource and staffing strategy, taking many factors into account is of the utmost importance. As reported by Olian and Rynes (1984) “the possibility that organizational characteristics like structure, size, and strategy may influence staffing” (p. 170).

    Read More

  • Human Resource Challenges of the 21st Century

    1350 Words  | 3 Pages

    Changing Roles. Traditionally, HR has been an administrative position-processing paperwork, benefits, hiring and firing, and compensation. However, recently HRM has moved from a traditional to a strategic role, the emphasis is on catering to the needs of consumers and workers. Before, HR was seen as the enemy and employees believed that HR’s main purpose was to protect management. Now, the position requires HRM to be more people oriented and protect their human capitol, the staff. In addition, human resource management has to be business savvy and think of themselves as strategic partners in the 21st century.

    Read More

  • Case Analysis: RL Wolfe

    3133 Words  | 7 Pages

    Lengnick-Hall M.L.; Lengnick-Hall, C.A.; Andrade, L.S.; Drake, B. 2009. “Strategic human resource management: The evolution of the field.” Human Resource Management Review, 19, pp. 64-85.

    Read More

  • Strategic Human Resource Management

    2031 Words  | 5 Pages

    Understanding the strategic potential of HRM is a relatively recent phenomenon. Strategic HRM attempts to bring HRM to the boardroom. It requires personnel policies and practices to be integrated so that they make a coherent whole, and also that this whole is integrated with the business or organisational strategy.

    Read More

  • Analysis of British Airways

    3318 Words  | 7 Pages

    British Airways has focused its mission and objectives towards satisfying its key stakeholders that include employees, customers, Government and the British public. The company has been successful in dealing with cultural differences that arise between the UK and foreign countries, adopting a geocentric approach to hiring workers. The airline has also created a flexible organisation that responds quickly to the changing needs of its consumers.

    Read More

  • Human Resources and Organizational Strategy

    2373 Words  | 5 Pages

    ...an approach of partnership is critical for organizations that want to gain competitive advantages. Butler, Ferris & Napier (1991) state this as, “the more management believes that HRM contributes to corporate success, the more its role will be integrated into the firm’s strategic planning process.” (as cited by Rose & Kumar, 2006, pg. 3). Additionally, organizations that apply energy and resources to HRD benefit from an increase in human capital. López-Cabrales, Real & Valle (2011) state the benefits of building human capital as, “If the company adopts appropriate procedures of personnel management, human capital can be orientated to the achievement of sustainable competitive advantages” (pg. 5).

    Read More

  • Industrial Relations

    2388 Words  | 5 Pages

    The role of the government on industrial relations is very important as it sets the legal framework that industrial relations operates in. Appropriate industrial relations legislation should recognize the requirements of both employers and employee’s. Both the employee and the employer want to profit from each other but are also reliant on each other. This means that the equal bargaining power of employers and workers must be recognized (Peetz, David. 2006). Appropriate industrial relations laws should address any imbalance of power and give both groups an equal degree of control. Appropriate industrial relations should not only allow a mixture of both collective and individual bargaining but also facilitate employee participation in day to day workplace decisions. After all it’s the structure and framework of the employment relationship, which is governed by legislation that leads to good Industrial Relations.

    Read More

  • A Critical Analysis Of Mcdonald's Human Resource Management Strategy

    1309 Words  | 3 Pages

    Introduction A comprehensive Human Resource Management Strategy plays a vital role in the achievement of an organisation’s overall strategic objectives and visibly illustrates that the human resources function fully understands and supports the direction in which the organisation is moving. A comprehensive HRM Strategy will also support other specific strategic objectives undertaken by the marketing, financial, operational and technology departments. In essence, an HRM strategy’s aim should be to capture the ‘people’ part of an organisation and its medium to long-term projection of what it wants to achieve, ensuring that. It employs the right people, those have the right mix of skills, employees show the correct behaviours and attitudes, and employees have the opportunity to be developed the right way.

    Read More

  • Different Theories of Human Resource Management

    1692 Words  | 4 Pages

    In the 1980’s, the birth of a new concept called ‘Human Resource Management’ was born. This trend comes after an intense period of Taylorisation, Fordism and now, McDonaldisation. HRM came to counter balance these trends and to consider the concept of the Man as a Man and not as a machine. For the last several decades, the interests of companies in "strategic management" have increased in a noteworthy way. This interest in strategic management has resulted in various organizational functions becoming more concerned with their role in the strategic management process. The Human Resource Management (HRM) field has sought to become integrated into the strategic management process through the development of a new discipline referred to as Strategic Resource Management (SHRM). In current literature, the difference between SHRM and HRM is often unclear because of the interconnections linking SHRM to HRM. However, the concepts are slightly different. Thus, we can ask, what is strategic human resource management? What are the main theories and how do they work? What do they take into account and how are they integrated? What are the links between SHRM and organization strategy? In order to answer to these questions, we will precisely define strategic human resource management, followed by a look at the different approaches built by theorists, and finally, we will see the limits between the models and their applications depending on the company’s environment. Discussion Strategic Human Resource Management: definition Strategic human resource management involves the military word ‘strategy’ which is defined by Child in 1972 as "a set of fundamental or critical choices about the ends and means of a business". To be simpler, a strategy is "a statement of what the organization wants to become, where it wants to go and, broadly, how it means to get there." Strategy involves three major key factors: competitive advantages (Porter, 1985; Barney, 1991), distinctive capabilities (Kay, 1999) and the strategic fit (Hofer & Schendel 1986). Strategies must be developed with a relevant purpose to sustain the organizational goals and aims. SHRM is one of the components of the organizational strategies used to sustain the business long-term. SHRM defined as: “all those activities affecting the behaviour of individuals in their efforts to formulate and implement the strategic needs of the business. (Schuler, 1992)” or as “the pattern of planned human resource deployments and activities intended to enable the firm to achieve its goals.

    Read More

  • Competitive Advantage In Human Resource Management

    970 Words  | 2 Pages

    The human resource management stands for the management of an entity’s workforce and all that relates to the workforce. The significance of human resource management includes recruitment, orientation, and the ability to retain employees. The human resource management with other managers utilizes these practices in order to produce a solution that relates to challenges. A competitive advantage refers to the business ability to gain the advantages of its economic activities that, it recognizes the organization’s ability to survive and overcome competition in the marketplace. This paper will discuss the concept of competitive advantage in human resource.

    Read More

  • The Importance of the Human Resource Function

    5236 Words  | 11 Pages

    He also needs to be aware of competition for employees’ i.e. if the company’s employees are increasing the demand for labour or whether labour is available due to redundancies. HR planning is all about getting the right people and developing. to meet the company’s objectives. RECRUITMENT & SELECTION The HR manager needs to know when, why, and how to recruit staff.

    Read More

More about Lofty Airways Case Study

Open Document