Human Resource Management in the Airline Industry - The Example of Star Alliance
GRIN Verlag, 10 Jul 2005 - 83 halaman
Master's Thesis from the year 2005 in the subject Business economics - Personnel and Organisation, grade: 1,0, Friedrich-Alexander University Erlangen-Nuremberg (WISO), course: Internationales Management, 223 entries in the bibliography, language: English, abstract: The aim of this thesis is to explore Human Resource Management (HRM) in the passenger business of the airline industry, and in particular, the potential for standardisation of HRM in airline alliances, by using the example of Star Alliance . A first analysis immediately highlights that the area of HRM continues to be individually managed by Star Alliance’s member airlines. EATON (2004, p. L) makes the assumption, “I doubt very much if Star Alliance is sufficiently cohesive to lead to significant changes, let alone convergence, in HRM practices”. This belief is to be explored. This thesis will have four main objectives. The first objective is to identify potential benefits and costs to the alliance that could be associated with a standardised HRM-policy . These advantages and disadvantages will be grouped according to the six L’s (learning, leaning, leveraging, linking, leaping, and locking out), as defined by PREECE (1995) (see 3.1). Secondly, the author would like to use a theoretical model, the integration-responsiveness grid of PRAHALAD/DOZ (1986; 1987), to capture the pressures, which make the strategies of standardisation or individualisation critical. This model will be applied to the airline industry, and to an organisational (Star Alliance), and functional (HRM) context (see 3.2). The third objective is to analyse the extent to which the members of Star Alliance apply standardised, as apposed to individualised HRM instruments in reality, and to consider whether Star Alliance airlines are increasingly or decreasingly standardising the HRM-field (see 3.3). Finally, the author would like to discus the reasons to explain the findings of section 3.3 (see 3.4).
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advantages Air Canada 2004 Air New Zealand Air Transport airline alliances airline industry airlines cp ance Appelbaum/Fewster 2002 apply areas Austrian Austrian Airlines Aviation Bartlett/Ghoshal Blue1 Blyton Brandwein 2005 cabin crew co-operation coordination costs Croatia Airlines cultural different airlines Eaton employment laws European example factors Feldman firms Flight Attendants Frühe Gillen global Gudmundsson Harvey/Turnbull 2002 Holtbrügge 2004 Human Resource Management individual International issues Kleymann 2004b LOT Polish Airlines Lufthansa 2002a member airlines needs Netzer Oneworld operations organisation passengers percent pilots Prahalad/Doz 1987 Preece pressures for standardisation recruitment Reuters SAS Group SAS Group 2004 seqq Singapore Airlines SkyTeam Spanair standardisation of HRM standardised HRM policy Star Alliance 2003a Star Alliance airlines Star Alliance Services terms of HRM Thai Airways Thai Airways International thesis tion training and development Turnbull/Blyton/Harvey 2004 unions United Vander Kraats 2000 Varig viewed WestJet Wit/Meyer