How British Airways Managing Human Resources?
Human resources are the most important assets in any of the organisation which contributes in the enhancement of the productivity and the success of the business. In order to assure the growth of the organisation, it has become very essential to manage the human resources effectively. Thus, the planning, development, and utilisation of the labour force in the workplace in order to provide greater output toward the accomplishment of the established goals is the core definition of managing human resources. Any organization’s HR department is seen to be responsible for managing its human resources. It must be aware of the numerous factors that affect the employees’ skills and productivity and help them develop those traits accordingly.
However, the objective of the current report is to assess numerous components and procedures of an organization’s effective human resource management. The way British Airways manages human resources will be useful in assessing the Guest model of HRM and in doing a comparison between Storey’s various personnel, IR, and HRM approaches. Additionally, it would assess the flexibility model that might be used in an organisation. The research would outline the effects of labour market developments on flexible working arrangements. It would also draw attention to how HRM practises are affected by health and safety laws. Additionally, the study would provide a thorough examination of British Airways’ functionalities.
1.1 Guest’s model of HRM as applied in British airways
Maintaining the relationship between a business and its personnel is referred to as human resource management (HRM), and it is important for attaining goals in a more professional manner. There are primarily six dimensions for examining the process of managing human resources according to this HRM paradigm.
HRM strategy: This component refers to the effective fusion of several approaches into a single strategy that will aid in achieving the goals. Understanding the effects of internal and external factors that directly affect HRM is the responsibility of the HR manager.
The HR manager could define operational activities and allocate roles to people based on their talents and skills by using this model (Guest.et.al, 2012).
Outcome: In accordance with this dimension, HRM strategies are largely dependent on the results that the organisation is satisfied with in terms of overall business success and internal functionality.
Behavioral outcome: This is a reference to organisational discipline and cultural values, which are crucial in the strategy-planning process for HRM practises. Individual behaviour contributes to the creation of a productive workplace.
Performance outcome: An individual’s performance within an organisation has a big impact on planning and strategy development. According to the guest model, HR must evaluate employee performance to get the desired results.
Financial result: The financial return on capital invested in a business is scaled according to this dimension (Snell.et.al, 2015). According to the Guest model, British Airways will be able to maintain its expansion if the dimensions are taken into account and properly balanced. The HR manager of the organisation will create the plan for selection, recruitment, and training strategy by studying the recommended dimension. In order to accomplish the goals, the HRM process will also be redesigned to include the collection of real-time feedback regarding the problems that employees are experiencing. The HR manager of British Airways would also be assisted by the Guest model in adapting their leadership style to the demands of their team and making decisions based on the scenario.
1.2 Comparison of the differences between Storey’s definitions of HRM, personnel and IR practices.
According to Storey, human resource management is a critical strategy for allocating tasks and responsibilities among team members in accordance with their talents and capabilities.
Personnel management: Administrative tasks carried out by an organisation to keep records at the operational level are referred to as personnel management. Personal and professional management for an organisation offer the authority and keep an eye on how staff members behave in accordance with rules and regulations (Storey and Sisson, 2014).
IR procedures: This strategy is intended to take into account the rules and guidelines for managing the activities involving the organization’s human resources and for encouraging behaviours that will enhance the organization’s brand image.
1.3 The implications for line managers and employees of developing a strategic approach to HRM
Line managers are the accountable people who, in essence, guide a particular group or number of employees toward a defined set of strategic goals. The direct managerial responsibilities for overseeing a certain team of personnel inside the company are delegated to the line managers of British Airways (Gould-Williams, 2016). Line managers are crucial in the creation of the strategic plan and assist the staff in difficult circumstances. It has been discovered that, in the context of British Airways, line managers are primarily accountable for evaluating the planning and strategies being established by the authorities and disseminating the pertinent information to the subordinates about the same.
It has also been observed that line managers are also responsible for keeping an eye on employees’ performances and enabling them to increase their efforts and achieve corporate objectives. Thus, if necessary, the management arranges for the staff to attend particular training courses, which they then use to enhance their performance. Creating a strategic approach for HRM calls for efficient planning, collaboration, and communication. As a result, the line manager helps the workers cooperate and talk to one another so that they can produce the appropriate levels of output. Along with this, the line manager also participates in the implementation of the strategies developed by the higher authorities and helps to find solutions to problems that arise at work.
2.1 Explain how a model of flexibility might be applied in British airways
In the context of the workplace, flexibility can be defined as the freedom given to employees with regard to their schedules and activities. Workplace flexibility primarily consists of various organisational initiatives, rules, and procedures that have been put in place in response to the needs of both employees and employers. The organisations today are quickly introducing the notions of flexibility with the aim of satisfying the objectives of the business and obtaining profits. It has been discovered that the business now needs flexibility in the working schedules in order to maintain employee motivation and help them successfully combine their work and personal lives (Lange.et.al, 2015).
2.2 Discuss the types of flexibility which may be developed by British airways
Depending on the task and the unique organisational business activities, flexibility in the workplace may be offered in a variety of ways. Because of the rising workloads and pressure at work in the current competitive environment, it is necessary to manage employees’ work-life balance as well. British Airways has the opportunity to offer a variety of flexible work arrangements that would boost employee job satisfaction. British Airways is creating some of the most effective types of workplace flexibility, including the following:
Shift swapping: This sort of flexibility is seen as beneficial since it gives employees the freedom to choose their working hours throughout specific shifts according to their convenience. British Airways had given its staff the freedom to divide their shifts between two employees who may agree on the scheduling and do their jobs as necessary (Chang.et.al, 2013). However, the management makes sure that all shifts are filled and that work is not interrupted under any circumstances.
Part-time employment: British Airways would be able to accommodate job hopefuls with the help of this kind of flexibility if they are interested in the positions but are unable to work full-time owing to personal or other obligations. Being an airline, it has been determined that the company needs youthful, vivacious candidates to provide clients with superior services and effectively represent the airlines. Students and other candidates are given the flexibility to work part-time and put up their best effort. This type has primarily been utilised as a result of the organization’s difficulty finding qualified candidates for open positions, necessitating the provision of flexibility for them.
Flexible work schedules: British Airways has employed this form of flexibility at its business. Many times, it is necessary to offer flexibility in the working hours due to a variety of factors, such as the fact that female employees have particular time preferences that the company must take into consideration. British Airways thus permits employees to set their own working hours in accordance with their conveniences, but they must ensure that the organization’s minimum working hours are met.
2.3 Assess the use of flexible working practices from both the employee and the employer perspective.
The introduction of flexible working arrangements had enormous advantages for both the employer and the employees. It has been determined that flexible working schedules have shown to be highly advantageous from the viewpoint of the employees. It has primarily improved the employees’ standard of living and helped them achieve a solid work-life balance, enabling them to efficiently carry out their responsibilities in both their personal and professional lives. They were able to recognise their talents and abilities and give the task their all thanks to the flexibility, it was discovered. Their job happiness has even increased, and it has assisted in efficiently enhancing their knowledge and skill sets. Due to the employees’ flexible schedules and lax working conditions, British Airways management will be able to draw out their original and creative ideas. Every coin, however, has two sides, and flexible working arrangements would consequently negatively affect the workers. The employees would become more sluggish or laid back in their approach to their work as a result, which may lower their effectiveness in terms of performances and lower organisational revenues as well.
The aforementioned analysis has led to the conclusion that managing human resources essentially entails planning, developing, and utilising the workforce at work in order to provide improved output toward the accomplishment of the established goals. It has been noted that British Airways management offers their staff a favourable amount of workplace flexibility that encourages them to maintain their performance standards and provide their best job. The survey even found that flexible working arrangements had helped workers live more enthusiastically by reducing work pressure and stress. Even yet, it has been discovered that the primary grounds for discriminating against candidates are their age, gender, and marital status.