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Human Source of information Management at Uk Airways:

British Airways, one of the successful flight industries on earth, has been an fascination to the a large number of people since 1974 when it was founded. THE BUSINESS has experienced a lot of disappointing business circumstances over the decades. Following the nineties, when BA assumed that any strategy like 'cost control' or 'advanced operational efficiency' were began to replicate by means of latest it, the company viewed a fresh competitive strategy-'customer service through source of information planning' that was aligned to the business's corporate objectives. However, the business's HRM department had started with core to achieve the company's corporate goals. Two training programs were made to train in the staff and managers where in fact the first training program 'placing people first' helped the staff to understand how the image of helpfulness meet the clients and the second training program 'Taking care of People First' evoked the professionals to breakdown the regimented strategy and strict behavioural boundaries. A significant ethnic change was observed in the organisation on successful execution of these training programmes. Furthermore, the business had gone through typical development programme such as 'specific learning', 'individual employee development' by which it achieved a pool of competence. The business's HR department got surfaced on its performance development for instance, 'appraisal program', 'improved upon incentive system' that finally aimed to the company's business performance. Thus the business had adopted a much more strategic usage of HRM. In the ultimate part of the report two propositions have been advised which could have made to improve BA's business performance.


British Airways was established by the merger between BOAC and BEA in 1974. Since that time the company is just about the world's most significant international passenger air travel, operating in one of the world's busiest airports, at Heathrow. Though it has additionally become one of the world's most successful airlines businesses, company performances were often unsatisfactory. For example, in the seventies, BA acquired serious difficulties keeping customers in a competitive air travel industry; in 1980 BA experienced recorded significant loss; also the nineties was considered a hard period in the history of BA. Since then the business has performed a programme of radical changes where its business performance started to increase gradually. The business also experienced that 'cost control' was not the only method to enhance the business performance. Any business strategy like cost control, amazing physical environment or any other strategy related to functional efficiency, all had been failure as we were holding duplicated by other challengers. After a whole lot of pros and cons, the company finally realised that being a service industry it could need to focus its competitive strategy after customer service that could not be easily replicated by other rivals. Thus BA's corporate objective had been developed which was explained simply 'to be the best and most successful air travel in the world'. To achieve this goal, the company had planned to invest on organization's Human Resources which were considered the appropriate bridge between the employees and company success.

As an HR practitioner, I have already been commission by the company, British Airways, to judge the team's performance by calculating their key HRM activities, HR planning and development methods used with the final part of this report It is suggested two further progressive changes that British Airways could have designed to improve its business performance.

DiscussionOutcome: 1

The HR section of BA had started to launch a variety of ground breaking and interesting ideas to achieve the business's goal. The HR management possessed split up the business's corporate target to a set of key objectives to achieve that goal and the HRM got began their activities to do this each objective. The three main goals and how these objectives were achieved by the effective management of HR can be reviewed the following:

Activity 1: Training and Development:

A strategy of advancement suggests change that should be supervised, and requirements for new skills as services, services or processes are developed. Many of these demand skills training. Training in new skills and multi- skilling can also contribute to the world of security. Employees develop a higher level of employability through the acquisition of a wider range of skills, and so feel better about their future employment prospects. BA's HRM section has undertaken a range of training program for the improvement of employees by which they can show their potentiality on customer service. The training programs that have been place by the HRM office at BA:

>In depth research were conducted in order to identify the most appropriate form of 'helpfulness'

>A two day training programme 'Adding People First' was targeted at almost 20, 000 personnel who got significant customer contact.

>A one week training programme, 'Managing People First' was conducted

>A research program was commissioned on the basis of 'Controlling People First' programme.

>Providing individual learning by having a programme that was based upon rules of open learning brings about MBA granted by School of Shower.

>The 'Top Air travel' program was conducted to provide a series of 'Academies' to the learner lead to an executive position.


1a) to improve the organisation's image of 'helpfulness'

1b) restructuring the organisation's behaviour.

1c) to determine a pool of competence within the business.

Activity 2: Examining performance of employees

One of the most crucial activities of HRM is to determine the performance of the determined employees so the company can expect its organisational improvement. The HRM within any company need to assess and keep an eye on the employee's performance whether they have been in an alignment to attain the company's goal or not. Moreover, BA's HRM has used a design to examine the performance of the employees, for example,

>Introduction of company large performance appraisal design.

Objective2: To increase the relationship between the reward and performance.

Activity 3: Payment and reward of employees

Reward is generally used nowadays to refer to repayment systems, especially because so many payment systems try to motivate people to work harder and then compensate them fro their extra effort. The word 'reward' pays to in this sense, and may apply to either economic or non-monetary honor, but it addittionally implies that something special is being rewarded. Repayment is the most straightforward of the four conditions: compensation, compensation, remuneration and payment. It could include financial or non-monetary repayment. [Margaret Feet and Caroline Hook, Introducing Human Resource Management, (Prentice Hall), Fourth edition, P-301]

The HRM office is responsible to determine appropriate repayment employees and praise systems for all employees to be able to donate to the organisation's proper plan. Likewise, Uk Airways has carried out some reward plan that will eventually align with company goal.

>Performance related bonus scheme paid to all or any employees.

Objective3: To build up the pay set ups and system that happen to be equitable, fair and clear.

How these targets were attained by the effective management of HRM at BA

Now I will discuss in details how these objectives were achieved over the time by the effective management of Human Resources at English Air Ways and exactly how these activities can be linked to different kinds of HRM models.

To achieve the first goal (1a), BA possessed conducted intensive research which experienced performed effectively by the HRM team. From the research studies it was clear that customer-satisfaction happened by positive personnel contact (friendly and caring manner) whereas negative personnel connections (unfriendly, rude and uncaring manner) led to customer dissatisfaction. After that, the HRM experienced focused on a two day training program 'Putting People first' especially for the staff who had been subjected to customer contact. The programme helped those staffs to improve their behaviour and behavior to the customers.

It is very critical point to make a note of that a dramatic change was discovered after achieving the second objective (1b) stated above. The HRM of BA had commenced a seven days programme 'Handling People First' to breakdown the organisational bureaucracy such as 'guideline bound', 'demanding behavioural limitations' etc. The regimented approached managers had become more effective carer for customers through this training. Finally a substantial cultural change have been achieved at all levels of organisation which is supposed to be the fantastic success of HRM of English Airways.

In order to gratify the third goal (1c), the HRM experienced encouraged individual learning through being able to access two major learning programme-'Principle of wide open learning' and 'Top Flight'. By conclusion of the two major programs, the majority of the employees had are more skilled to tackle or to respond to any surprising business circumstances.

To increase the relationship between your reward and performance (objective 2), BA has introduced a design 'Performance appraisal program' by which the HRM department will be able to measure and evaluate the employees' performance. On successful commencing of the scheme, the company's incentive system in terms of employee performance, has been increased. The evaluation of the plan can be summarised the following:

>Achieving a significant change in organisational culture.

>Identifying the strongest and weakest employees in the organisation

>Contributing to attain the organisational goals.

The following physique will show that how this plan is aligned to the company's corporate objective:

Performance appraisal Scheme




HRM Department

Organisational objective



Figure 8: How performance appraisal has been aligned to organisational objectives at English Airways.

To achieve the 3rd objective, the company has examined and restructured the reward system. The HRM of BA is convinced that the company should verify its pay levels and the elegance of its benefits packages and conditions and conditions weighed against those of challengers; action plans should also address the issue of linking rewards properly to the success of corporate and business goal. Similarly, BA has released some novel system, for instance, performance related bonus offer, offering free and discounted stocks and also offering the tax free shares.

Therefore, integrating all the achievements of these targets, the effective HRM of BA, ultimately had lead the business to accomplish its corporate goal over the time.

How BA's HRM activities can be linked to HRM Model:

Within the HRM view, two strategies have been diagnosed. Storey (1989) labelled these two techniques Hard HRM (Michigan Model) and Delicate HRM (Harvard Model). The 'hard' approach, rooted in manpower planning, is concerned with aligning individual source of information strategy with business strategy, as the 'very soft' methodology is rooted in the individual relations college, has concern for workers' final results and encourages dedication to the company by concentrating on staff' concerns. [Wendy Bloisi, An Intro to Human Source of information Management, (McGraw Hall Education), p-14]

Harvard models - A delicate style of HRM to encourage worker commitment through worker influence, HR move, reward and work systems. [Wendy Bloisi, An Benefits to Human Reference Management, (McGraw Hall Education), p-14]

Beer et al. (1984) proposed the Harvard model as a means of improving professionals' methods of managing people. Walton (1985) argued that the role of HRM was to develop ways of gain employees' commitment, not to certainly be a means of controlling them. The problems proposed by Beverage et al (1984) dispute that managers need to take responsibility for worker influence, human reference flow, prize systems and work systems whatever the size of the company. This can be simply pictured the following:

Employee influence

Work system



HR Flow


Figure 1: The Individuals Resource stem

>Employee influence refers to how professionals disperse their electricity and authority through the organisation while ensuring that the organisational goals are achieved.

>The Human Resource Flow must be sure that the right people are in the right place at the right time.

>Pay back Systems are concerned with how employees are rewarded for their work.

>Work System refers to the organisation of work to ensure that it's efficient and successful, and can meet the organisation's goals. Work systems need to ensure that the communication channels work and the correct technology is in place at the various levels of the organisation. [Wendy Bloisi, An Introduction to Human Learning resource Management, ( McGraw Hall Education), p-16-17]

Now the activities performed by the HRM of BA to attain its corporate target can easily be linked to Harvard model and for this purposes we need to look at the pursuing diagram where we can easily see that the BA's work system were useful and successful through extensive

Work system

Employee influence

Bonus structure, tax-free shares, free and discounted shares

Breakdown the bureaucracy

Research and training programme


Cultural change of organisation


HR Flow


Figure: 2 How BA's HRM system supports the Harvard model

research and training program. The human source of information flow was managed by break down the organisational bureaucracy such as 'guideline bound' or 'rigorous behavioural restrictions'. The BA's HRM included pay back system such as bonus scheme, tax-free shares, free and discounted shares. The ethnic change have been achieved at BA by the employee influence in every levels of organisation.

Michigan model - the model that evolves hard HRM as a means of using people as an organisational reference to achieve organisational goal

Political forceFombrun et al. (1984) dispute that organisations can be found to accomplish a objective or achieve goals, and strategic management takes into account three interconnected issues of quest and strategy, organisation structure and human resource systems which may be pictured as follows:


Economic forces

Cultural forces

Mission and strategy

Organisation structure

HR management

Figure 3: Strategic management and environmental pressure

>Mission is the essential purpose of an organisation that defines the type of its business and provides strategic course unifying individuals and other resources.

>Organisation structure identifies certain requirements and tasks needed to achieve the organisation's goals. These include accounting system and communication network.

>HR management system build the need for folks to be recruited and developed, which will allow them to attain the organisational goals and keep maintaining performance. [Wendy Bloisi, An Advantages to Human Resource Management, (McGraw Hall Education), p-24]

The following diagram will help us to understand that the way the Michigan model refers to British Airways HRM activities.

"To be the best and most successful airline on the planet"

Figure 4: How BA's HRM activities make reference to Michigan model

>Development through comprehensive training programme

>Innovative management style has commenced

>Increased managerial discretion

Each department is at close liaison with series management that refers to a strong communication network in the organisation

Organisation structure

HR management

British Airways

Mission and strategy

According to the model, the quest, strategy, organisational structure and human source management cannot operate in isolation. They also need to react to the external pushes of politics, economics and culture. The research study of BA shows a new section 'Division of Human Tool strategy and Planning' has been established to research changes in interpersonal, legal, monetary and political systems both within the united kingdom and abroad. Therefore the final part of the model discussing BA's HRM can look like as follows:

Economic forces

Cultural forces

Political forces

Figure 5: How BA's HRM has been ready to deal with the Michigan's exterior factors.

A new team 'Human Learning resource Strategy and Planning' has been founded to operate the problems like communal, legal, economic and political systems both within UK and in another country.

British Airway's HRM

Michigan model

(Exterior factors)

Outcome: 2 (Identifying and evaluate three HR Planning and Development methods) )))Method)

Human Reference planning

"Human Reference Planning is the process for figuring out an organisation's current and future human resource requirements, developing and implementing strategies to meet these requirements and monitoring their overall effectiveness. " [Ian Beardwell, Man Reference Management: A Fashionable approach, (Harlow, England: Prentice Hall, 2004), Fourth Release, p- 159]

Planning process at Uk Airways:

Strategic plan

Tactical plan

Operational plan

Figure 6: Typical organisational plan

>Strategic strategies: General plans outlining priorities and actions needed to enhance the strategic goals associated with an organisation. For an example the BA experienced setup a tactical plan which is assumed to achieve the long term customer commitment through customer satisfaction providing excellent customer support.

>Tactical projects: Tactical plans aimed at reaching tactical goals and implementing parts of proper plan. BA decided a couple of training programmes to teach up their staffs.

>Operational programs: Programs that concentrate on utilizing the tactical strategies in daily steps in the organisation. Each and every training programme at BA was dealt step-by-step successfully.

>Forecasting: The HRM at BA anticipated working out requirements for future commercial needs. In addition, it forecast in regards to a number of business improvements considering some crucial factors such as Brand management, International competition, Joint projects issues etc.

Though BA experienced implemented all of its plans effectively, the contingency plan, ratio analysis and pattern analysis- nothing of these were taken into consideration through the HR planning which signifies BA's HR planning limitation.

Human Source of information Development:

"Human resource development encompasses activities and operations which are designed to have effect on organisational and individual learning. The word assumes that organisations can be constructively conceived of as learning entities, and this the learning procedures of both organisations and people can handle influence and course through deliberate and planned interventions. Thus, HRD is constituted by prepared interventions in organisational and specific process. " (Steward and McGoldrick, 1996)

[Ian Beardwell, Human being Resource Management: A Modern day approach, (Harlow, England: Prentice Hall, 2004), Fourth Model, p- 263-264]

When BA came to the realization that as something industry diversified customer service would be the best method of achieve its goal, different development methods were surfaced by the HRM division of the business. These development methods can be illustrated the following:


The Manpower Service Fee set up by the 1973 Occupation and Training Take action but changed in 1988, described training as:

"A planned process to change attitude, knowledge or skill behaviour through learning experience to accomplish effective performance within an activity or range of activities. Its purpose, in the task situation, is to build up the capabilities of the average person and to fulfill the current and future needs of the company" (Manpower Service Commission rate, 1981a)

[Ian Beardwell, Human Source of information Management: A Modern day approach, (Harlow, Great britain: Prentice Hall, 2004), Fourth Edition, p- 313]

>The dependence on training at BA

>To change in prices and attitudes for staffs

>To breakdown the regimented methodology of managers

>To support and trainer subordinates and also to encourage trusting relationships

>To accept and delegate responsibility

>To monitor individual performance to provide feedback

>To address parochialism also to discourage departmental rivalry and secretiveness

>To operate under clear defined objectives by any means levels of operation

>To think in a businesslike way and also to calculate risk

>To build positive command and inspiration.

>Final results of working out at BA

Training programme



"Setting People First"

Evaluation of staffs' own existing value towards their passenger and a degree of 'helpfulness' frame of mind was achieved among the list of staffs who had significant customer contact during the training.

The objective of this training had achieved which includes been aligned to the business's commercial strategy.

"Managing People First"

The old 'rule bound' system of management designed by the professionals has been divided.

A significant ethnical change has achieved which is aligned with the company's corporate goal.

Considering the beliefs of BA's HRM department and evaluation table of working out programmes, it is assumed that a significant social change has been achieved by any means levels of organisation on completion of these training programmes. This social change has made a significant contribution to the steady improvement in business performance. So, this development method created by the HR office of the business has shown an effectiveness to meet the company's corporate target.

Individual Staff Development at BA

One explanation of employee development is:

". . . the skilful provision and organisation of learning encounters in the office. . [so that] performance can be improved upon work goals can be achieved which, through enhancing the abilities, knowledge, learning capability and enthusiasm at every level, there may be constant organisational as well as individual growth. Worker development must, therefore, participate a wider strategy for the business, aligned with the organisation's corporate and business objective and goals. " (Harrison, 1992:4)

[Ian Beardwell, Human Tool Management: A Fashionable approach, (Harlow, Great britain: Prentice Hall, 2004), Fourth Release, p- 293]

The HR team of Uk Airways had concentrated its worker on individual learning to set up a pool of competence within the business in order to withstand within an unexpected business circumstances. This development method aimed two learning program -'theory of available learning' and 'Top airline flight'. The outcomes and evaluation of the two programmes can be summarised as follows:

>Effects of the training programs at BA

Learning Programme



Principles of open up learning

The employees have achieved an MBA degree by concluding each stage of learning program and the individuals have become more sophisticated and differentiated through the connections of inner and external factors.

The employees are actually confident to tackle the unforeseen business circumstances and to make the intricate but define strategy for the company.

Top flight

Individuals have been advanced to an executive position by doing a series of 'Academies'.

The employees have achieved great knowledge on business supervision that has helped them to become critical thinkers.

It is superior that if any organisation has a strategic supervisor or a proper executive, it is simple to planning, applying or organising any proper objectives of this organisation. British Airways has made some abilities through 'specific employee development method' where the organisation has not only achieved a fresh cultural image but also has contributed to attain the company's goal.

The Learning Organisation:

Senge (1990) expresses that the essential meaning of the training organisation is:

"an company that is continuously extending its capacity to create its future. For such an organisation it is not enough to just survive for a learning organisation 'adaptive learning' must be became a member of by 'generative learning', learning that enhances our capacity to create. "

The principle has gained popularity lately as a result of turbulent and significantly competitive business environment. The impact of new technology and changing organisational forms that cater for customer needs imply dealing with continual change. The ability to respond swiftly to product and market development is essential. There has also been an increasing recognition of the value of utilizing not just the physical capabilities of employees but also their mental capabilities. Senior managers have become aware that if their people are their most significant resource they are also the foundation of any longer-term competitive gain. This realisation has resulted in increased competition for skilled, flexible, adaptable staff, and to the development of organisational programmes that attempt to fully make use of the talents and knowledge of the labor force. (Ian Beardwell, People Source Management: A Modern day approach, (Harlow, Britain: Prentice Hall, 2004), Fourth Edition, p-330]

Likewise, BA's HRM section now has become concerned and taken the effort to minimise the obstacles which may hamper learning and development. For instance, BA has carried out some training program to breakdown the previous professionals' regimented method of the management. In addition, the company has become committed to preserve when the unforeseen business environment comes around and that's why they will make some skills and suitable head through the organisational learning where all working out and development programs regarding this, have been immediately aligned to the business's proper goal.

Outcomes 3: Suggesting two further changes for British Airways

After passing substantial business difficulties in the nineties, British Airways had considered a competitive strategy after customer service that might be unique and could not be easily replicated. The HRM team of the organisation had are more strategic to achieve the company's goal. For this purposes, the HR department got conducted and supervised two major training programs, 'Placing People first' and 'Managing People first' where a significant social change was achieved at the all degrees of company. The HR section also emphasized different kinds of learning programs suitable for the employees for worker development. Further programmes such as 'appraisal scheme', 'compensation system' were successfully commenced and applied by the effective HR office of the company. The duty for the series managers had been increased giving the higher discretion to find out their own method of the execution of company policy. Thus, all the changes through company had been aligned with the business's corporate objective.

I want to suggest further two changes that the company could have made to improve its business performance.

>A new approach of learning for customer service

Being a service industry, the airlines company have become more concerned on its client satisfaction. In this competitive airlines market, any strategy like cost control, upgraded operational efficiency and so on can easily be replicated in this age of it. For this reason, the service areas are now too keen to be innovative to serve their customer as customers are assumed to be the center of any service sector. In my own new procedure of learning, all the employees who would have a repeated contact with the customers are likely to learn three indistinguishable arts-

>>Diversify yourself:

To learn how to diversify yourself not only with your thinking but also with your psychological behaviour. I want to opine that the 'Public Cognitive Theory' can help the employees to be varied on their thought process, motivating, and adapting to their work place. Sociable cognitive theory rejects a duality between individuals agency and public composition. People create interpersonal system, and these systems, subsequently, organize and affect people's lives. The idea is created for the next purposes:

>To understand and forecast individual and group behaviour

> To recognize methods in which behaviour can be improved or altered.

> Commonly used in interventions targeted at personality development, behaviour pathology, and health promotion

The SCT (social cognitive theory) identifies human behavior as a triadic, strong, and reciprocal connections of personal factors, behaviour, and the environment (Bandura, 1977a;1986;1989). Corresponding to this theory, a person's behaviour is uniquely determined by each of these three factors. As the SCT upholds the behaviourist notion that response effects mediate behavior, it contends that behaviour is largely governed antecedently through cognitive functions. Therefore, response outcomes of behaviour are being used to form prospects of behavioural effects. It is the ability to form these expectations that provide humans the ability to predict the final results of their behaviour, before the behaviour is performed. Furthermore, the SCT posits that most behaviour is learned vicariously. (http://www. infosihat. gov. my/artikelHP/bahanrujukan/HETheory/Social%20Cognitive%20Theory. pdf)

>>Decorate yourself:

'The beauty is real truth, truth beauty'No you can avoid this beauty. The wonder and attractiveness of the employees is the another aspect taking into consideration in a service industry like BA. The employees especially who are involved in customer support assistance at BA, they need to learn about the existing 'fashion and style' over the world in order to decorate themselves of their own style that might be unique and specific. All the employees should be smart in their specific role. To accomplish it the HRM section can add a two days and nights program on 'Current fashion and style in occupation' that can be conducted by some renowned musician and the program can be run twice per annum.

>>Distinguish yourself:

The each and every worker of BA can differentiate himself or herself on the way of service at place of work from other organisations when a classical learning strategies (The Lancaster cycle of learning) is introduced to them. The explanation of this theory is as follows:

A cyclical model said to represent 'all kinds of learning including cognitive, skill development and affective, by any process'( Binsted, 1980:22) is the Lancaster model. This identifies three different types of learning: receipt of insight/generation of output, discovery and representation. As physique 9 shows, they take place in both the inner and exterior world of the individual. The receipt of source results from being shown or advised information, or reading it in literature. Learners follow the discovery loop (action and feedback) through action and experimentation, beginning themselves to the new encounters made, and becoming alert to the consequences with their activities. They follow the reflection loop (conceptualizing and hypothesising) when making sense of the information they receive and the action they undertake, and when, based on this, theorising about history or future situations.

Learner's internal world Outer world



Learner's, schema, meanings, skills, etc


Reflection Reception of input

Figure 9: The Lancaster model of learning cycle.

After achieving these learning features, the employees will be ready for customer service. I myself feel that by achieving each one of these arts, a substantial and creative customer support would possible that might well have aligned to the business's (English Airways) business performance. My principle can be simply figured as follows:

Serve your customer

Diversify yourself

Decorate yourself

Distinct yourself

Figure 10: A new learning approach for customer service

>360-degree appraisals (measuring the final results):

This approach to performance management has grown in popularity so when undertaken correctly is effective, reasonably inexpensive, widely applicable and clearly focused on specific performance. BA can follow this technique to develop its employees so that would help this company to achieve the 100% client satisfaction as I think myself.

The idea behind 360-degree feedback is the fact that employees benefit from feedback obtained from an array of sources. Characteristically this consists of peers, superiors, subordinates and customers; essentially it was created to obtain responses from 'all directions', above, below and the medial side of the staff concerned. It is intended to give a more complete and detailed picture of the individual's performance and contribution.

The process typically practices a procedure where competences have been founded and defined and employees are then requested to nominate up to six significant other people who cover the number of appropriate respondents. Those providing feedback are then asked to use a rating range or touch upon each one of the dimensions. For example, Roberts (2001:543) suggests professionals might be evaluated by their employees on 'softer' people issues such as communication and support, and their peers on issues such as team work. Signals of both inner and external customer satisfaction may be used, and suppliers and subcontractors can also be asked to provide feedback on the individual manager's performance and demo of competences.

ConclusionIt is of course, a classical change has been achieved at all levels of company by the effective management, control and implication of the activities that were establish by the HR office of the company. This ethnic change through company has led the company to accomplish its corporate aim. The establishment of a new department titled 'Division of Human Tool Strategy and Planning' has made an attention to us that the Uk Airways is becoming more proper to its Individuals Reference Management. The ongoing development of management, real human reference, manpower has made the business as a definite example in the world airline market sectors.

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