Question

Choose any one company from the below list and write about the below points:

(Etisalat Telecommunication or ADNOC or Emirates Airline)

write on the below format related to the company

1. Introduction of the Company (100 words)

2.  HR Strategies in the company (200 words)

3. Ethical Standard of the Company (200 words)

4. Impact of HR strategies on Organizational Performance (200 words)

5. HR strategies impact on Promoting good practices at workplace in the company (200 words)

6.  Conclusion (100 words)

.

Note: Plagiarism is strictly Prohibited please do not copy from internet and time is 10 hours in the Assignment

Answer 1

Emirates Airline

1. Introduction of the Company

Emirates is a state-owned airline based in Garhoud, Dubai, United Arab Emirates. The airline is a subsidiary of The Emirates Group, which is owned by the government of Dubai's Investment Corporation of Dubai.It is the largest airline in the Middle East, operating over 3,600 flights per week from its hub at Dubai International Airport, to more than 150 cities in 80 countries across six continents.Cargo activities are undertaken by Emirates SkyCargo.

Emirates is the world's fourth largest airline by scheduled revenue passenger-kilometers flown, and the second-largest in terms of freight tonne kilometers flown.

Emirates operates a mixed fleet of Airbus and Boeing wide-body aircraft and is one of the few airlines to operate an all-wide-body aircraft fleet . As of February 2019, Emirates is the largest Airbus A380 operator with 115 aircraft in service and a further 8 on order. Emirates is also the world's largest Boeing 777 operator with 144 aircraft in service.

2.  HR Strategies in the company

Kotler Eight Step Process

Step 1: The firm’s first CEO Maurice Flanagan instituted excellence policies in 1985 after being chosen by Dubai’s rulers to start a globally recognized airline.

Step 2: Hiring procedures focusing on hiring expatriates from Western Europe and the U.S. Expatriates have served in senior executive positions for more than two decades and this has helped the firm to develop its internalisation strategy.

Step 3: A change vision focusing on equipping employees with high quality customer service, communication skills was instituted by the airline to achieve its strategic objectives.

Step 4: Employees were exposed to a new working culture which allowed them to understand the firm’s vision in the industry and how it was going to be achieved.

Step 5: Adoption of learning centred approach to improve performance and to streamline various functions. Improvement in hiring practices to bring about cultural diversity at the workplace.

Step 6: Performance management and reward systems for technical, customer service and other employees in the organisation to improve internal and external operations.

Step 7: New expansion plans that enable the firm to use modern aircraft for long haul flights to increase connectivity and to provide high levels of comfort to customers.

Step 8: The firm has instituted a corporate responsibility plan that encourages its employees to engage with external stakeholders to make them understand its long term vision.

3. Ethical Standard of the Company

Performance management processes enable leaders in a firm to set goals to be achieved by all employees in their workstations to register quality outcomes.

The airline encourages its employees to feel at ease whenever they are at work and this motivates them to focus more on the task at hand. Since the firm observes dynamic work practices, employees interact easily with managers to make them aware about different issues they are facing.

The firm mainly relies on long cycle performance management systems which allow it to use personnel appraisal methods with different criteria to evaluate employees.

Periodic reviews are undertaken and employees that attain positive results are awarded yearly bonuses, travel benefits and promotion opportunities.

This approach allows managers to take note of different factors in the operating environment that affect overall organisational performance negatively.

4. Impact of HR strategies on Organizational Performance

The firm’s resource base is updated through both talent management and succession planning strategies. During training, employees are equipped with multiple skills to allow them to understand different duties they are expected to execute in the firm more effectively.

This makes them suitable for different functions the firm specializes in to make them more competitive in their work responsibilities.

More importantly, the firm has strong training procedures for new and old employees that increase their awareness about specific work responsibilities they are expected to execute Flexible induction policies reinforce a positive work life balance in the firm and as a result, they get inspired to attain positive results in their workstations. This approach encourages employees to take the initiative to improve their own performance in the firm.

5. HR strategies impact on Promoting good practices at workplace in the company (200 words)

The firm’s overall practices have elements of both clan and rational cultures. Clan culture is practised through employee collaborations to achieve customer service excellence in these functions; ticketing, onboard services, baggage handling, communications and customer care services.

Therefore, information sharing and team work have made it possible for the firm to stay ahead of its competitors in the industry because of the additional value offered to customers.

Rational culture is used by leaders in the firm to engage employees to improve the way internal systems are designed to improve overall performance.

The firm’s leadership has infused new ways of thinking into existing organizational practices which encourage employees to use critical thinking skills to perform their duties. Most of the senior executives in the firm have worked there for a long time and they are able to anticipate different challenges before they occur.

This approach encourages employees to propose new ideas which are forwarded to managers for review. As a result these innovative practices have helped the company to achieve a higher degree of service excellence out of its operations and this has strengthened the quality of its brand in the industry.

6.  Conclusion (100 words)

The firm has a less complex organisational structure that favours quick decision making. Additionally, it relies on technological solutions such as video conferencing to conduct meetings between its managers who work in different locations.

Employees rely on mobile technological solutions to schedule flights in accordance with flight plans of different destinations to minimise delays.

It is also one of the first airlines that offered electronic booking, onboard multimedia entertainment and other value added services to its customers.

More importantly, the firm has a full time research and development department that identifies specific areas of its operations which need to be improved to boost its performance in the industry.

The airline’s recruitment and performance management processes are closely linked to its long term business objectives and they have increased its competitive edge in the industry.

The airline’s brand has increased in value because it allows employees to use technological tools to make both internal and external work processes more efficient. In addition, the airline has a simple management structure that encourages employees to share information about various work processes easily.