Service sector organizations build their competitive advantage using their employees. In such companies, human resource professionals have a noble responsibility of ensuring that they attract and retain employees who have the highest competency level. This goal calls for the professionals to devise a plan for effective human resource management. In the airline industry, customers constantly seek improvements in service delivery. The Emirates Airlines is the largest carrier in the Middle East region. It has a strong operation presence in the international air transport market.
The Emirates Airlines is ranked the seventh position in a list of the best global air carriers across the globe based on the revenue that is generated per kilometer of travel. In terms of the carried capacity, it falls in the fourth place. This observation suggests that the organization has established an immense industry leadership not only in the Middle East but also in the global airline industry. Much of this success is built with the help of Emirates Airlines’ employees. The human resources are in close contact with the customers during the process of service delivery. The capacity of the Emirates Airlines to retain employees who have enabled it to build global leadership is critical for continued sustenance of the position. The current paper addresses HR issues in the Emirates Airlines Company.
The Emirates Airlines is one of the best ever-growing airline companies across the globe. It is located in Dubai under the supervision of Dubai administration. The growth of the company is associated with both the advantages of the location coupled with the rapidly growing economy of the region. The management of the company also attempts to work towards enhancing and creating an environment in which various diversities of the employees and clients are harnessed to produce success. The company is the biggest in the Middle East and the seventh largest business across the globe with respect to revenue base and passenger carriage. It assumes the fourth position in terms of international passenger carriage capacity and the third position with regard to the distance it covers to ship its customers. In 2016, the company intends to initiate one of the global longest non-stop commercial focused flights (Dubai-Panama).
The company’s history can be traced from the 1980s. During this time, Air Gulf had begun to cut down its operations in Dubai. Consequently, in early 1985, the members of the royal family supported an idea to initiate Emirates Airlines. The Pakistan International Airline offered to provide two Aircrafts to initiate the company’s operations on wet-lease basis. One of the company’s requirements was to function and in the absence of subsidies by the government. However, this plan was only possible if the company could receive 10 million US dollars from the government as a startup capital. Ahmed bin Saeed Al Maktoum became the first head of the company. Indeed, even today, he serves as the chair. After its initiation, the company has been rapidly expanding in terms of the number of planes, fleet size, revenue base, and the scheduled destinations. Towards the end of 2008, Emirates Airlines shifted all its operations to terminal three from the Dubai International landing field. This move was to ensure sustained growth together with the company’s expansion plans (Emirates Group 1).
The CEO in any organization acts as the visionary leader. A team of dedicated managerial staff members does the rest of the work to make sure that the vision is realized. For Emirates Airlines, these managerial staff people include the administrative vice chairperson (Sir Maurice Flanagan), the Emirates Airlines Head (Tim Clark), and the senior manager vice leader who is in charge of operations and engineering (Adel Ahmed). Other people include the supervisory vice leader in charge of human resources (Abdulaziz Al Ali) and the administrative vice president who is in charge of passengers and sales across the world (Thierry Antinori) among others. These leaders have played an incredible role to promote the company’s organizational culture.
Nature of Emirates Airlines’ Business
Through the management, as part of the organizational behavior, the company has managed to inculcate the concepts of articulating strong roots of organizational ethics as the basis of setting moral values and standards of work. Additionally, through the tireless effort of the human resource management, the company has succeeded in employing approaches to human resource management in the recruitment of the appropriate staff members who can handle various corporate values, which support the Emirates Airlines’ nature of business. The company conducts its business as an independent entity. In the efforts of the company to acquire business excellence, it uses quality service provision as its secret of success. Its business mainly entails provision of international cargo freight and airline IT development. It also has a fully-fledged leisure together with destination management division. The Emirates SkyCargo executes the company’s cargo carriage line of business.
List of Competitors
Although the Dubai government owns the Emirates Airlines wholly, its growth has occurred in an environment of competition. This situation implies that protectionism has not influenced the growth of the company into an international brand. Indeed, the competition of the company involves “ever-growing number of international carriers that take advantage of Dubai’s open-skies policy” (Emirates Airlines par.1). The company not only supports this policy but also views it as an essential facet for supporting its competitiveness.
All international airlines are competitors to the Emirates Airlines. For example, Europe and Australia’s network of carriers, mainly Air France, Qantas, BA, and Lufthansa, have been in constant competition with the company. Indeed, the carriers consider the company’s strategic decision for positioning itself a worldwide business move that has become a major threat to its competitors’ operations. This approach leads to the bypassing of various historical airlines’ hubs, including London-Heathrow and Frankfurt, because of their change of flights to Dubai. Other companies encounter significant challenges because of the Emirates’ business operation model. They are more expensive than the Emirates Airlines.
Qantas and Air France accuse Emirates Airlines for directly benefiting from government subsidies in darkness, retaining, and supporting cozy dealings with the Dubai Airport Authority. For example, Maier quotes Qantas’ chair claiming, “Emirates is able to reduce its borrowing costs below market rates by taking advantage of its government shareholders’ sovereign borrower status” (17). However, the president of Emirates Airlines does not accept this criticism. He says that the United States strategic initiatives to protect its airlines from bankruptcy encompasses an important mechanism for assisting independent business entities, yet Qantas’ chair does not criticize the government (Maier 18).
The above arguments emerge since each company strategically aims at increasing its competitive advantage to withstand the forces of competition in an open market. Therefore, Air France, Qantas, BA, and Lufthansa are some of the closest competitors to the Emirates Airlines. Although the list is not exhaustive, other competitors include Air Arabia, Qatar Airways, and Etihad Airways, which are all based in the Middle East.
HR Department: General Overview
Human resources encompass all the workers that Emirates Airlines has employed. The labor force facilitates the conversion of other factors of production such as land and capital into products that can be sold to generate revenue. In the context of Emirates Airlines, the product involves the air carriage services. Despite the fact that the term human resource is used to mean human capital in some literature materials, the term essentially “refers to the knowledge the individual embodies and contributes to an organization” (Elwood and Trott 7). Terms that are associated with human capital also include people, manual labor, and even talent. Human resource management essentially functions to oversee proper organization of human capital in a manner that is in line with the organizational goals. For Emirates Airlines, its primary goal is to continue growing and expanding to maintain its international award-winning portfolio.
HR approaches are effective if the human resource segment operates as a strategic partner. Arising from this assertion, Emirates Airlines deploys dramatic changes in the human resource management, including the incorporation of IT in HR management. Jackson, Hitt, and DeNisi assert that such initiatives “have created a growing consensus that effective human capital management is critical to an organization’s success” (78). Consequently, it becomes intriguing to think about how the management of human capital should be conducted with particular concern on how HR should function in relation to human capital management and the manner in which the management of HR needs to be conducted if it has to add value to human capital. However, as Jackson, Hitt, and DeNisi reckon, the human resource role has helped to develop businesses that have the best human capital to handle the tasks of the business. Organizations achieve this goal through, enrollment, human capital conscription, and through the improvement of individuals via coaching and the establishment of the right project structures. The HR may have a plausible opportunity to create value to human capital if it endeavors to constitute a crucial element in strategy development and implementation.
In all organizations, including Emirates Airlines, the labor force forms the most significant resource. Emirates Airlines endeavors to have well seasoned and dedicated labor force by deploying human resource management approaches while tackling the problem of workforce management. This role is accomplished through the HRM department via actions (dignified with dispersed errands) and HR procedures (casual and accomplished by counselors and project administrators (Redman and Wilkinson 50). Emirates Airlines approaches HR roles this way due to the need to ensure equal sharing of organizational cultural values while maintaining the traditional perspectives of personnel management that has evolved to become HR management.
The overall goal of Emirates Airlines entails the inculcation of perspectives of the need to take into account the company’s customer concerns among its employees. This case ideally implies that the chief objective of the department of human resource approaches is to create a customer oriented human capital, which is incredibly important in service sector organizations such as airlines (Torrington, Hall, and Taylor 211). For Emirates Airlines, the effectiveness of HR approaches to benefiting human capital is clear if the HR functions and activities, success and failure stories, and the company’s role in development and change management are considered.
Functions and Activities
Emirates Airlines values the functions and activities of the HR in contributing to the overall organization’s success. Indeed, organizations that do business in the global market contend that human resources’ strategic initiatives are important in ensuring that they gain success both in the short and long term. At Emirates Airlines, the HR department is established to handle issues that relate to employees, including enhancing motivation and conflict resolutions.
The noble function of HR at Emirates Airlines is inspired by the perception that people who work for any business entity act as the source of competitive advantage. Ollapally and Bhatnagar support this assertion by noting that employees cannot be optimized using economic theories in the same manner like other factors of production such as capital and land (455). Through the HR, Emirates Airline looks for strategies for sustaining their productivity and organization’s commitment. Such strategies include their empowerment, training and development, creating and evaluating an appraisal system, and setting compensation structures in functions that are aimed at boosting employee work morale.
Organizations that use people as the source of their success seek ways of retaining the most productive employees while at the same time ensuring growth and development of the less talented people. Employee turnover is expensive in service sector organizations such as the Emirates Airlines. It leads to additional costs of running business. Such expenses include the cost of retraining new employees, their recruitment, and even costs that are associated to low productivity of new employees before they can adopt and/or learn to cope with an organizational culture. This case suggests that apart from engaging in activities such as selection and recruitment, training and development, and management of employees in terms of increasing their work morale and retention, the HR department at Emirates Airlines has an additional function of ensuring that its lowers costs that are associated with these activities.
Success and Failure Stories for Emirates Airlines
Emirates Airlines has developed an immense brand name in the aviation industry concerning service delivery and growth. It has also experienced continuous profitability. It ranks among the top ten worldwide carriers with regard to revenues and carrier capacity. Indeed, the airline has won many international awards. One of such awards is the 2011 Airline of the Year prize that was accorded by the air transport world. This award was based on “recognition of its commitment to safety and operational excellence, customer service trendsetters, and financial conditions, including a 22-year consecutive annual profit” (Airliner World 27). This success has been achieved with the help of people.
The key to success of the Emirates Airlines is the contribution of His Highness Sheikh Ahmed. He is the chairperson and the chief executive of the airline. Through the past two and a half decades, he has been proactively involved in economic development of Dubai. Consequently, apart from being involved in creating appropriate environment for business to thrive in Dubai, he has also been resourceful in fostering the expansion of the aviation industry in the United Emirates. Recently, he has been involved in the formulation of investment, economic strategies, and fiscal policies to support the vision of the airline industry.
Emirates Airline has been successful in terms of its operations. However, it has experienced HR related failures, which may decrease its competitive advantage. One of such failures encompasses its poor recruitment policies. Indeed, Admins reveals that in case one signs a contract with the airline, he or she is stuck at the company for not less two years (par.5). The company has also made covenants with Fly Dubai, Qatar Airways, and Etihad not to employ any member of staff of the airlines if he or she has not completed a two-year contract (Admins par.5). This plan has been a big failure since it violates the human right of the choice of an employer.
Admins conducted an interview with one of the company’s former employee. The results of the interview indicated major failures of the HR in the company (par.7). The organization terminated Sophia’s SVP HRBS contract. The interviewing process is conducted with the aid of a HR manual, but without an understanding of the actual reality of the company or the subject under interview. She also reveals the organization’s failure such as autocratic communication and slowed development and implementation of policies for fostering employee retention (Admins par.8). For example, the airline allows people to resign in case they are not happy instead of looking for mechanisms for making them happy. This situation explains why the company constantly recruits new employees because of the high turnover rates.
Challenges in the internal recruitment practices of the company are also evident. Internal recruitment only applies when the company wants to move employees from grade 4 to grade 5. Recruitment for higher positions is only conducted externally. This strategy makes staff members remain in one job position for a couple of years until they decide to quit or seek employment in other airlines (Admins par.10). In some situations, people who have local and/or western passports earn higher salaries relative to other employees, yet they execute the same tasks. This finding illustrates discrimination in employee management practices.
The Role of the HR Department in Development and Change Management
To foster growth and development, change is inevitable at Emirates Airlines. For example, HR professionals at the company have an obligation and role to play in developing two-way vertical approaches to the development of organizational change and development strategies. This plan implies that they not only play the role of aligning HRM systems to business strategies but also participate in the formulation of strategies. Consequently, HR personnel participate in the formulation of strategies by playing the role of good strategic partners. According to Jerjawi, the HR participates in not only strategy formulation but also in its implementation, which is critical in developing functional strategies (64). This claim means that HR professionals play proactive roles in strategy formulation by establishing long-term growth through laying various strategic alternatives. Such alternatives include fostering a change of culture and tracking changes in the market in the context of future human resource needs and company growth plans.
The operations of HR as a strategic partner is tied within the concerns of enhancing profitability of organisations by ensuring the effectiveness of employees through strategies such as motivation and setting reward systems. Richard et al. assert that employees’ trust in the capability of an organisation to meet their needs is important, especially where they are in the lowest rank of Maslow’s hierarchy of needs (826). Considering that organisations operate in a dynamic environment, the formulation of success strategies involves change. The HR has the mandate of managing workers. However, such employees fear organisational change. For instance, during mergers, they respond to organisational changes by developing fear about the uncertainties of their jobs (Jerjawi 65). Thus, to facilitate change, the Emirates Airlines’ HR needs to play the role of preparing employees for change by ensuring constant and effective communication of the implications of the planned change.
HR Legal Orientations to Employees
Handbook for Emirates Airlines
Every organization has unique working conditions and different requirements for employee conduct. Therefore, different organizations also have different HR handbooks. The book compiles various policies, work procedures, the expected workplace behaviors and conditions, which serve to inform and shape employee operations within a workplace. The Emirates Airlines’ HR handbook also includes information concerning the organization, personnel benefits, reimbursement approaches, and the terms of service. For new employees, one of the conditions for Emirates Airlines is to sign a two-year employment contract, which they should not breach. Upon the completion of the contract, the employees can renew their work terms or seek employment in other airlines.
In practice, employees are not able to handle a misunderstanding with their peers through their resolution in a timely manner before their productivity is affected negatively. Realisation of this argument calls for the management to step in to look for mechanisms for resolving conflicts. Emirates Airlines’ HR handbook bears this information. In this process, before a disciplinary action is adopted, intra-communication and inter-communication skills are vital. Indeed, interpersonal communication comprises an essential skill in conflict management within an organisation in the effort to diffuse various stressful environments together with hostile situations, which may create fertile grounds for the development of conflicts. Recognising the value of mitigating conflicts in an organisation, Emirates Airlines’ HR handbook specifies various procedures and structures of settling disputes between employees and the organisation.
In the effort to reduce cases of defiant behaviours, effective management of employees entails communicating effectively the rules and procedures of punishing employees in case of breach of the established norms that define the codes of ethics and organisational culture. Since any grievances and disciplinary actions within an organisation begin with a clear and precise communication of the implications of an employee’s acts of misconduct, interpersonal and intrapersonal communication skills are an important requirement for a manager who endeavours to prepare, conduct, and conclude grievances and disciplinary cases effectively. For Emirates Airlines, the procedures are set out in the HR handbook.
Despite the failures of Emirates Airlines in its talent management as Admins reveals, Emirates Airlines believes that its training and development processes foster career development, place emphasis on talent management and mentorship, and/or are developed in accordance with the best HR practices of selection and recruitment (par.8). The airline believes that the human resource management arm of an organization has the responsibility of developing an organization’s workforce. The main aim of training and development in a company is to enhance the performance of employees. Indeed, for organizations to build their success in the short and long run, the human resource segment is organized in such a manner that it permits all employees to have development skills and knowledge (Sveiby 497). This claim suggests that training and development programs within Emirates Airlines require non-bureaucratic human resource organizational structures. Bureaucracy hinders the collective development of people within an organization.
Employees are interested in working for organizations, which foster the development of their skills bases. Consequently, Emirates Airlines’ HR policies advocate the development of people to ensure they acquire supervisory skills, basic skills for performing organizational tasks, and/or develop their careers and professional technical skills. From the above arguments, organizations need to embark on developing and updating their leaders and supervisors with the current core curriculum requirements to enable them liaise well with the demands of the rapidly changing organization.
Emirates Airlines’ human resource professionals are conscious of the diverse ways for meeting the goals of the company through training and development. Modern airlines’ technology is highly demanding and tremendously evolving. This change prompts the necessity to seek specially trained expertise by either recruitment or outsourcing. Hence, training and development on human resources may play a vital role in the struggle for molding Emirates Airlines to reach its set goals and objectives. This outcome is realizable, especially if the company resolves its failure in human resource management approaches. For example, the company has developed ICDL programs, which are aimed at giving cabin crew an opportunity for empowerment through skill development with the objective of expanding their scope and performance prospects in some jobs.
Coaching on Legal Orientations
Companies that seek to build their competitive advantage around employees’ knowledge bases change their approach to employee relations management from bureaucratic and autocratic administration to participative and consultative managerial approaches. The term coaching describes this new paradigm of management of employees. Through coaching, employees develop awareness of their legal orientations, including the right to access medical treatment on recommendation by the Emirates Airlines doctors. This observation means that coaching at Emirates Airlines encompasses an approach to the development of partnerships between employees and managers to initiate and maintain a shared understanding on issues that are necessary smooth organizational operations.
Coaching on legal orientation at the company are based on three main approaches, namely positive instruction, counteractive education, and challenge-focused coaching that is aimed at solving employee job-related matters. Corrective coaching focuses on enabling employees to increase their performance, embrace change, assume their responsibilities, and execute their activities with recognition of time limits and consequences. Corrective coaching orientation at Emirates Airlines focuses on behavior, as opposed to an individual employee. It describes the anticipated behaviors together with their implications for both the company and other employees. Through the prescription of consequences and accountability concerns, corrective coaching ensures that employees improve their performance through compliance to the set organizational goals.
Coaching on how to deal with problems is valuable at Emirates Airlines when there is a need to encourage people to take possession of solutions to the identified problems. It enables people to work jointly while dealing with a given challenge such that employees develop initiatives while managers operate as resources. Positive coaching on legal orientation motivates employees at Emirates Airline, enhances their skills, and/or prepares them ardently for new assignment and upward mobility via promotions. To this extent, employees are required to comply with the established company’s development needs and employee growth and development anticipations. Recognizing these legal orientations, employees at Emirates Airlines push the company to recruit internally, rather than recruiting externally. This strategy explains why complaints such as those discussed by Admins emerge (par.9).
Relevant HR Cases that have happened at Emirates Airlines
Although enough quantitative data is not available on various HR-related cases at Emirates Airlines, the available information relates to individual employees who have been dissatisfied by the company’s HR approaches. For example, Admins assert that the head of HR department of EK thanked employees for taking part in a job satisfaction survey (par.12). Indeed, through an e-mail, he promised that the HR department would share the results of the survey. However, before sharing of the results, which are yet to be published, three company vice leaders who were serving in the HR section were relieved their duties. No communication was done on why they were laid off. Nevertheless, Admins suspects that the decision to send them home was related to the devastating results of the survey (par.12).
Emirates Airlines experiences high turnover rates. In a case discussed by Admins, in 2014, the company experienced a turnover of over 2000 flight attendants (par.12). In an exclusive interview by Admins, Maktoom Mohd, EK’s HR administrator, revealed that huge resignations are normal and usual for a huge company such as EK. He also noted that the HR department experienced the challenge of shortage of employees. This finding perhaps explains why employees are forced to come to work. Considering the coaching legal orientations of the company, forced work implies making employees such as the cabin crew officials fly more hours each month than it is permitted by law or shortening their layovers. These illegal approaches may be used to compensate the flight attendants. Emirates Airlines also cancels flights or delays them due to shortage of cabin crewmembers.
Problems that the HR Department Faces
The Emirates Airlines faces a major problem of retaining employees. As a strategy for increasing employee retention in the service sector organizations, effective management of workforce diversity has the ability to improve workforce productivity, enhance workforce engagement, and/or reduce staff absenteeism (Leopold and Harris 156). It also decreases workforce turnover by about five folds. In fact, the HR has an obligation to handle all issues that influence it negatively by encouraging those that have a positive impact on its employees. As Admins reveals, although the claims lack substantive and verifiable data, Emirates Airlines faces the problem of effective diversity management through discrimination that is witnessed during internal promotion of employees (par.5). Emirates Airlines can benchmark from the Google Company’s approaches to managing employee diversity to enhance the performance and retention of global leadership in web search.
The Google Company recognizes that workforce diversity management is critical in the endeavor to increase the ability to address the various needs of more diverse Google customer base. The company incredibly gains from the various viewpoints of its diverse workforce in that such a labor force provides increased problem-solving capacities together with enhanced creativity levels. Diversity is critical for the success of the organization in the future unknown dynamic business environment. In this context, proper management of Google’s workforce makes the organization gain immensely in the sense that it ends up establishing a central position in the competitive market that Emirates Airlines aspires. Indeed, Pfeiffer and Gellar reckon that organizations that have won the trust of employees by convincing them that they are valuable to them (organizations) have low turnover levels (7).
Pursuing effective management of workforce as an organizational policy can enable Emirates Airlines to maintain its continued growth in the competitive market. Indeed, establishing a match between strategic initiatives and the HR approaches can make the airline company increase its competitive advantage to the extent of acquiring a magnificent market share. Market share is central since it measures the penetration levels of an organization in the target market in comparison with its competitors (Leopold and Harris 107). A diverse labor force is not only appealing to the enhancement of growth of top organization’s talent but also attracts a wide range of customer patronage.
HR Department’s Coordination with other Departments
For effectiveness of an organization, different departments need to coordinate. For example, at Emirates Airlines, the HR departments coordinate with the planning departments to ensure ardent allocation of human resources in executing the activities of the company. For the planning department, different internal and external elements influence the strategy formulation process. Williams cites elements as financial, collective, hi-tech, cultural, and political factors (76). Changes in these factors are manifested in the form of information changes, variations of demographic structures for the employees, and political influences, which also lead to disparities of strategic directions for organisations. Since people are involved in responding to these changes, the HR coordinates with the planning department by participating in strategy formulation process by ensuring effective alignment of HR management with internal and external influencers of the Emirates Airlines business.
In the airlines industry, increasing the quality of service delivery is the main source of competitive advantage. Indeed, all modern organizations, including those that manufacture or sell products are now shifting to service delivery as the foundation of their competitive advantage (Williams 89). This case requires the development of an effective plan for labor planning. Indeed, the human resource plan is beneficial for an organization since HR managers have the noble responsibility of ensuring they bring people who possess the appropriate skills and knowledge base in an organization. They then provide various job descriptions before selecting people to fit in the positions depending on their talent potentials (Leopold and Harris 57). The involved expenses have to be aligned with Emirates Airlines financial constraints. Therefore, the activities of the HR, which include consumer financial resources of the Emirates Airlines, require the HR department to coordinate with the financial department.
Emirates Airlines’ HR department conducts employee induction together with training to ensure that the overall developed customer-focused goals are realized. These tasks are impossible without the availability of a well-developed human resource plan that upholds the HR department’s coordination with the financial unit. Recruitment and selection, training and development, and induction increase the cost of running an organization. This claim implies that by coordinating with the financial department, the HR department at Emirates Airlines can determine the acceptable cost thresholds for its core activities. This strategy facilitates the analysis and evaluation of alternative mechanisms for reducing costs to acceptable limits such as outsourcing some of noncore human resource activities to third-party service providers.
The human resource arm of an organization requires a good planning in the execution of performance management systems. Motivation is the key for ensuring better employee performance (Leopold and Harris 71). Thus, planning for motivation strategies together with how they will be implemented is central to any human resource department. The HRM defines various roles of different people who are involved in running the business of an organization. During the execution of these responsibilities, feedback aids in improving employee skills. It also facilitates the alignment of institutions’ objectives and goals with those of the individuals. Successful performance management system also aids in establishing rewarding programs (Leopold and Harris71). Rewarding can only be done based on the increased financial performance of an organization. This situation happens when an organization reduces costs while at the same time increasing sales. Therefore, coordination between the sales department and the human resource section is necessary to determine the required employee input levels to meet the specified sales level. This plan helps to determine the appropriate reward schemes for the employees who surpass sales targets, especially where remuneration is performance-based as witnessed in the case of employees who work for sales and marketing departments.
In the airline industry, employees are charged with the responsibility of directly interacting with customers during the process of service delivery. This role suggests that the level of service satisfaction depends on how they handle the interactions. This assertion is perhaps valid by considering that scholarly research shows that employees are valuable sources of competitive advantage or the capacity of organizations that operate in the service sector to retain industry leadership. Indeed, the HRM has a positive impact on performance of the food service industry (Wright and Gardner 432), organizations that have high employee diversities (Crook 445), organizations that are involved in general manufacturing, and organizations that specialize in automotive assemblage and manufacturing (Takeuchi and Wang 1072). Therefore, for the future sustainability of its business, Emirates Airlines needs to invest in addressing human resource-related complaints and streamlining organizational structure and systems to enhance people’s growth.
A particular focus of the human resource management arm of an organization entails gaining leadership in global operations. Thus, the Emirates Airlines should embark on developing effective strategies for managing diverse workforce to mitigate cases of high turnover. In the era of globalization, physical boundaries between nations have become porous so that organizations employ people from diverse nationalities and cultural backgrounds. The strategy influences free movement of people, goods, and services across different nations. This situation has seen Emirates Airlines handle people from diverse backgrounds.
Human resource management embraces various roles and responsibilities, including strategies and transactional roles in an organization. The rate of change in conducting HR activities measures the quality of the human resource. Issues such as growth and productivity in an organization depend massively on the human resource organ. The human resource arm for Emirates Airlines is the driver of the organization’s success. It should display competence and/or create flexible, focused, and innovative employees. To refurbish and maintain the human resource, the paper holds that Emirates Airlines needs to invest in refreshing and updating personnel who have the appropriate training to keep them vibrant to sustain the business life.
Although all organizations aim at building strong success stories, failure stories are inevitable. Therefore, for Emirates Airlines to ensure sustainable growth in a dynamic business environment, it needs to utilize its strengths in overcoming its failures. Emirates Airlines has managed to display a strong civilization with regard to the cultural differences. The airline’s management deploys cultural differences among its staff members as a tool for sharing and promoting common organizational goals among all its employees. Despite the failure in the HR section to address employee issues in some isolated cases, providing mechanisms for ensuring that various work teams operate and work both effectively and efficiently towards common goals will make Emirates Airlines a globally competitive company.
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