Globalization is a pervasive feature of recent industrial and commercial developments, not least in the airline business with concomitant effects on human resource management. This book focuses on the organization and human resource changes that have taken place in the international airline industry in recent years. It provides an extensive analysis of airline organization and external relations, airline organization and internal relations, changes in industrial relations and human resource management and also, the integration of human resource management and other management functions. The authoritative second edition of an already established work that covers both theory and practice, this book will be of great interest to managers in all areas of the airline industry, as well as to students of air transport and personnel/human resource management.

Dennis Nickson takes an integrated look at HRM policies and practices in the tourism and hospitality industries. Utilising existing human resource management theory and practice, it contextualises it to the tourism and hospitality industries by looking at the specific employment practices of these industries.

Civil aviation pilots present a peculiar challenge for management as they wield considerable industrial power. Based on original research, this book examines the impact of human resource management on airline pilots in recent years.

In the face of globalization, multinational companies have become the norm, rather than the exception. HR professionals now need to manage across borders, cultures and time zones, meaning that a complete understanding of the theory and practice of International Human Resource Management (HRM) is essential. International Human Resource Management is a concise introduction for all students studying International HRM at the Masters level. It covers everything from the cultural and institutional contexts, international employment law and the role of International Framework Agreements to recruitment and selection, training and development, performance management, reward and benefits, job design and other functional areas of International HRM. With numerous industry examples and global case studies from companies such as Telefonica, Unilever and Volkswagen, International Human Resource Management goes beyond the theory to fully explore how International HRM works in practice. It is an indispensable textbook to prepare students for successful careers in human resources. Online supporting resources include additional case studies, lecture slides for every chapter, self-test exercises for students, discussion questions and further reading.

This paper aims to highlight the management strategy of the British Airways to redirect its short, medium and long-term strategic plans along enhancement of its customer service through a rationalized recruitment, selection, training and promotion processes. British Airways is one of the largest, most progressive and quality-based airline in the world servicing primarily Europe and the North American continents. One of the strongest components of the airline is its human resource management practices, considered among the best practices in recruitment, selection, training and promotions systems. People look up to this system to generate one of the most intensive training modules in customer service. The strength of the training program of the British Airways is the stringent standards required in the hiring processes, contributing to the distinct British Airways quality of customer service unequalled in the industry. However, this proves to be at great cost to the airline. Excellent training brings a better competitive edge of the human capital, but this triggers transfers to competitors with better offers. Moreover, the British Airways need to look deeper in its pockets to subsidize the rising cost of training, development and promotions systems. However, the strategic direction in these areas will likely focus on the diversification of the pool of candidates among the most preferred feeder countries. This will provide relatively cheaper manpower but with equally strong character-based standards of qualifications. Searching can be expanded to other Commonwealth countries and host countries with flight reciprocities. Diversification is expected to gain benefits for the workforce and the company itself.Hence, British Airways is in the thick of its journey towards its expanded existence through the human resources management strategy in an airline industry globally. Enhancing the human resource management processes is a road map towards this end.

Die fortschreitende Globalisierung konfrontiert Manager mit massiven Veränderungen ihrer Funktion und Aufgaben. Daraus ergibt sich die Notwendigkeit fundierter und gezielter Weiterbildung. Im Rahmen von ausgewählten Fallstudien werden in diesem Band die Herausforderungen thematisiert, vor denen Manager im Mittelmeerraum, in Osteuropa und in Ostasien stehen - Regionen, die die Literatur oft vernachlässigt. Basierend auf der Methode des interaktiven Lernens werden die beteiligten Firmen vorgestellt und die Probleme beschrieben. Aufgabe der Manager und Nachwuchsführungskräfte ist es, eine Lösung zu entwickeln.

Master's Thesis from the year 2005 in the subject Leadership and Human Resources - Miscellaneous, grade: 1,0, Friedrich-Alexander University Erlangen-Nuremberg (WISO), course: Internationales Management, 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).

Please note: this title will publish in January 2012. This textbook explores the policies and practices employed in the management of people working in the tourism, hospitality and events industries. It considers the nature of these industries and the varied approaches that organizations take with the handling of matters such as recruitment, health and welfare and remuneration. This book is enriched with topical case studies that describe and illustrate the human resource management behaviour of airlines, hotel chains and other international companies in the sector, providing real world industry perspective. With a clear, reader friendly layout containing chapter outlines and objectives and examples of best practice, this is the ideal guide to HRM for any student on a hospitality, tourism or related course.

Private-sector collective bargaining in the United States is under siege. Many factors have contributed to this situation, including the development of global markets, a continuing antipathy toward unions by managers, and the declining effectiveness of strikes. This volume examines collective bargaining in eight major industries--airlines, automobile manufacturing, health care, hotels and casinos, newspaper publishing, professional sports, telecommunications, and trucking--to gain insight into the challenges the parties face and how they have responded to those challenges.The authors suggest that collective bargaining is evolving differently across the industries studied. While the forces constraining bargaining have not abated, changes in the global environment, including new security considerations, may create opportunities for unions. Across the industries, one thing is clear--private-sector collective bargaining is rapidly changing.

Seminar paper from the year 2015 in the subject Business economics - Business Management, Corporate Governance, grade: 1,7, University of applied sciences, Düsseldorf, language: English, abstract: Ever since globalization has started companies have been looking for ways to compete successfully on a global scale. Trends in the global environment such as rapid communication, technology innovation, and global sourcing models requiring to manage cultural differences are still challenging for many industries (cp. Yip, 2003, pp. 1–3). The airline industry being itself a reason for an increasing borderless world also faces these global trends and high competition due to expansion, consolidation, concentration, and alliances. Terrorism and rising costs for fuel, labour, maintenance, and security have not been the only threats for the industry. Also rising customer expectations e.g. regarding comfort, entertainment, experience, convenience, innovation, personalization and value for money require the airline industry to change dynamically. Moreover, airlines face demands for pollution control, corporate social responsibility, and sustainable travel. Rising competition from low-cost carriers is also relevant since their share of global capacity increased to more than 25 % in 2013. So, even if demand for air transportation has grown by an average of 9 % per year since 1960, and global airline revenues reached a new high of US$708 billion in 2013, airlines need to find ways to stand international and global competition as their environment potentially endangers profits and economic survival (cp. Lynes & Dredge, 2006, pp. 122–129; PricewaterhouseCoopers, 2014, pp. 2–3).