Based in the United Arab Emirates, Emirates Airlines is a Dubai government investment corporation. By the current global standards, Emirates Group is the leading airline company in the Middle East with operational flights to nearly all world destinations, making it the largest international carrier (Al-Romaithi, 2006). Emirates Airlines is among the oldest yet renowned airline companies serving the world over the years.
With the recent expansion that made its flights extend to the key destination of the world, Emirates Airlines now brags of commanding a robust market niche with a turnover approximated at US$18.4 billion. The company employs nearly 70,000 personnel, making it a leading employer in the United Arab Emirates. The company’s mission is customer satisfaction that delves into comprehensive cargo solutions. In the just-concluded fiscal year, customer satisfaction shot to 80% with hopes that this impressive progress will continue with a robust momentum in the months to come (Emirates Group Annual Report 2014-2015, 2015).
Much that the management pursues so far consists of expanding its market scope and exploring new and unexploited markets for enhanced competitive advantage. Currently, the company embarks on redirecting its energies to shape change in human resource and operations management. This impetus would be instrumental in expanding the company service ranges while reducing the risks emanating from these envisaged changes.
Operations management within Emirates Airlines is a force with which to reckon, especially in light of the present competition influx. The most important factor in operation management is the company’s increased capacity to solve problems, but most importantly, the ability to drive change and the aptitude to moderate challenges that the company faces in the course of these changes. Change within the Emirates Airlines must pursue positive human resource support to stimulate fundamental strategic values capable of delivering the much sought after competitive advantage.
Operations management (OM) is a faculty of management concerned primarily with supervising, designing, and controlling processes within a production function. The essence of OM, as Massey (2002) notes, is to redesign business operations, especially in light of producing goods while tendering services. OM considers the responsibility of underscoring the efficacy of specific business functions that must be realized by way of using the limited resources to meet the consumer needs. Moreover, operations management deals with the efficacy that involves the conversion of inputs, such as labor and raw materials, into effective results, such as tangible and intangible products.
Precisely, the essence of OM is its capacity to utilize capital and human resource capacities like knowledge to convert materials and services into either tangible or intangible products. The basis of operations management is to design the systems that control an enterprise, such as arranging the facilities, coming up with procedures that align the business with inventory acquisition, and scheduling business tasks and a turnover, while providing a safe passage that ensures changes occur in a smooth business curricular.
According to recent research on this area, the high-involvement employment practices can create positive attitudes to maximize production (Demchenko 2004). Massey (2002) and Soupata (2005) concur that the practices help generate flexible behaviors that may lead to enhanced performance in the end. The section, hereafter, examines production processes in operations management and how managers at Emirates Anilines utilize them in both the service and manufacturing industries to benchmark their priorities in production functions.
The subsequent subdivisions briefly discuss the literature for the efficacy of these components of operations management. Additionally, the last part deliberates on the execution course and debates on the significance of holding on to the participatory viewpoint in operations management. Also, while it is perceived as a major social phenomenon that is driven by social, political, and economic interests, motivated by the human urge for new experience, education, adventure, and entertainment, the industry has stood out as one of the largest employment features in the world (Emirates Group Annual Report 2014-2015, 2015). The freight industry is, in fact, a cause as well as a consequence of economic development.
Being aware of this fact, Emirates Airlines management is doing all within its capacity to increase the efficacy of human capital. Consequently, Emirates Airlines has tapped the unique human capital in the UAE; it has had the potential to stimulate other sectors in the global economy due to its crosscutting benefits and expansive linkages. While acknowledging that the untapped human endeavors in this industry are enormous, Emirates Airlines contends that by amicably addressing the managerial concerns in the industry, the catch could be great, especially with the company’s integrative administrative approach.
Being the fastest-growing industry and a leading economic booster in many countries, cargo is presumed to have generated around 10% of the current world GDP and approximately 9% of the total employment between 2013 and 2014. The freight contribution to the global economy has maintained a high rating despite a 4% decline during the periods 2012 and 2013 (Emirates Group Annual Report 2014-2015, 2015).
For the better part of the previous year, travel and tourism investment declined by a bigger margin, but this drift is expected to scale up by mid next year. During last year’s evaluation, International freight arrivals rose exponentially, leading to the current world GDP upsurge. Globally, travel and freight experienced a slump in last year due to the economic and financial meltdown experienced worldwide. The industry was affected by low business turnover and poor consumer confidence, owing to the uncertainty related to credit facilities availability, fluctuating exchange rates, employment trends, the epidemic of terrorism, and the H1N1 pandemic, among other factors.
The research project analyzed the operations management of Emirates Airlines while considering how OM has influenced the competitiveness of the company in the UAE airline’s market. The research hypothesis has also examined Emirates Airlines’ operations management in the context of professionalism in the UAE and how the business environment is affected by the socio-cultural, economic, and political inputs on the Emirates Airlines.
While considering the research methodology for this project, it was apparent that the research question had to center on the operations management philosophy to strike a balance between the business and its environment. The project utilized various data collection perspectives while applying a qualitative research approach to summon comparable and generalizable statistical results. The qualitative research stemmed from the online survey generated by ‘SurveyMonkey.’ SurveyMonkey offers customizable surveys that account for data analysis and representation while striving to eliminate bias. It also offers broadened entrepreneurial options for businesses interested in brand management and strategic marketing, such as operations management.
Therefore, the research scope consulted the Emirates Airlines operation’s management personnel, which shared its data in liaison with the independent PR experts in the expansive UAE. The research project decided on surveys since they are more inclined to describe, analyze, and extrapolate. In a way, surveys offer a greater analytical advantage that encompasses both large and small groups with concerted accuracy and convenience, especially when driving findings. However, while surveys have been effective in this project, they are subject to biases that limit a researcher’s delivery.
Phone interviews with the management and the staff of Emirates Airlines had been considered a formidable research method. However, these were rejected based on the relatively limited contacts of the Emirate’s personnel to whom the researcher had access in the company. The researcher managed to contact a few of the company’s top management but soon realized that this method would not materialize as the response rate proved below the threshold to realize this survey. To survey the largest number of Emirates Airlines’ personnel, the researcher mapped out an online survey through MEPRA, which proved somewhat convenient. Subsequently, the researcher liaised with MEPRA to post the survey on the agency’s LinkedIn page to collect responses directly from the Emirates Airlines’ personnel.
To enhance chances of positive response from the data, the researcher posted the survey questions on the company professionals’ LinkedIn page and mailed the online survey to the company management to harness the responses with their in house sampling. However, due to the limitations attached to the criterion of the survey, the sample cluster was slight, i.e. (N=35), yet sufficient for the intended research.
The findings implied the assessments of a relatively few personnel that the research assumes to be the overall view of the entire Emirate Airlines think tank. This qualitative online survey applied snowball sampling for its convenience and non-probability orientations at its behest. This was mainly due to the researcher’s wish to save time and evade the financial strain that may characterize probability sampling.
As briefly mentioned in the topic statement, the standard global principles continue to inform Emirates Airline’s operation management to have a well-versed choice of questions to strike the nature of OM that the company currently practices. The survey consisted of 10 questions that sought to examine the nature of OM undertaken by Emirates Airlines. The survey questions sought to gather the data about personnel’s’ ethnic and educational background, their OM experience, the scope of OM services offered, the position held by the respondent, the analysis and evaluation approaches, and the company’s OM ethics.
In its intuitive nature, operations management traces its roots from a shift in the manufacturing and service industries, which coincidentally are key cogs in the Emirates Airlines case. As the service industry gains more acclaim, there is a need to emphasize it to offer the utmost results. Under these schemes of activities, the shift from production to operation stresses the need to broaden the business scope to the service-oriented outfit. Perhaps another widely professed change was realized by emphasizing the synthesis while giving an equal amount of weight to analysis, especially in the concept of management.
According to Aguinis (2013), managing operations can be defined within the meaning of the general operations management itself. Apart from decision-making, operations managers are also entrusted with the duty of planning, organizing, and controlling various activities, which in effect shape up human behaviors through a set of defined principles.
Whereas planning by top-notch managers offers the foundation stone capable of driving the business into the future, organizing, on the other hand, institutes a course of action that guides the business into a prosperous future. Emirates Anilines being a real-world example, would require its operation management teams to come up with a method of transforming inputs into outputs that the organization deems most beneficial, such as balancing costs with revenue to obtain the highest possible net revenue.
Within Emirates Airlines, operations management has always been driven and, often, challenged by four domineering factors. The factors are elaborated below.
- Evaluating, understanding, and reacting to the roles of management dynamics and customers’ requirements in the competitive supply chains
- The necessity to respond flexibly and reliably to the ever-changing customer demands with unified and conjoined coordinated operations through different modes
- The knowledge of existing and impending market niches and the global operational alternatives and options, including the prospective for enriched information and communications technology, as well as the challenges connected to their applications.
- The last factor is the coordination of the infrastructural capacity, which comprises regulatory, and policy factors, as well as improved management of the available infrastructure and a broader consideration on future investment plan.
A statistical representation of Emirates Airlines operating profit between 2012/13 and 2014/15 fiscal years (All figures in billions: United Arab Emirates dirhams against US Dollar)
Growth in the rapidly demanding socio-economic and political environment has unconditionally informed the need for business organizations to be more competitive in the demanding operations management trends. An organization’s success or failure depends on management. More than ever before, the successes of business organizations call for a completely new ball game in approach to streamlining their service provision.
Performance-based reward packages that provide minimal rewards, that is, less than 10% of the base pay, are hardly motivational enough to bring meaningful changes to the behaviors of humans and are, perhaps, not worth the concern and outflow involved in its implementation.
By accepting a comprehensive dynamics of performance to embrace the cumulative results of a consortium of individual efforts, many organizations have been able to maximize the reward strategic plans to transform corporate stratagem down through the ranks and files. Active use of the enticement model shows that reward schemes are more than schemes for compensating workforces reasonably to deliver on various service tags. By extension, they tend to communicate management prospects by influencing an individual’s capacity to deliver.
In cases where the skill and experience-based payment has been applied, it tends to create somewhat a higher pay regime for individuals. However, this is commonly offset by the larger workforce flexibility and high-performance rating (Soupata, 2005). Flexibility habitually leads to lower staffing mechanisms, fewer concerns when absenteeism or poor turnover is experienced, and certainly, it often leads to lower absenteeism and turnover.
This is because many people prefer to utilize the opportunity and be paid for a wide range of skills that they possess, as well as services that they offer. As a manager, you need to understand these needs and communicate these priorities to your workforce by providing the uppermost per unit incentive as a measure of reward portion.
The strategic reward could be based upon the design and enactment of the long-term reward scheme. Operation managers might choose to explore these factors to closely support Emirates Airlines employees while advancing organizational objectives and worker aspirations. Employees, for example, will naturally need to see that their direct efforts influence the results that the management intends to achieve.
It is noteworthy to observe that nobody would like to be held responsible for actions that they cannot accomplish from their own initiatives. With the appropriate trend and apt preparation, the workforce gains more experience in their areas of specialization. As a result, the training eases employee’s rates of conveying their expertise to upsurge the market share in order to earn worthwhile enticement payouts.
Emirates Airline’s mission, as it evolves from a central infrastructural component to a universal focus on the processes or systems, aims to have a relatively more sustainable factor and applicability in as far as global supply chain management is concerned (European Intermodal Association, 2010). Today, Emirates Airline’s global network spills to over 65 cities and is active in more than 30 countries across the globe. With nearly 1000 flights scheduled weekly, Emirates Airlines believes that their comprehensive network and unswerving services make them ideal airfreight cargo participants.
Generally, these tactics made it possible for many people to enjoy the light atmosphere that Emirates Airlines Airline’s marketing was already volunteering. Emirates Airlines seeks to enhance customer experience and employee satisfaction in all its endeavors. Emirates Airline’s distinctive competitiveness was its cheaper and shorter travel time, a strategy that has been instrumental in outdoing its key competitors.
If anything, Emirates Airlines offered the lowest cost strategy that made it possible to penetrate the market as their air costs become more pocket friendly. With this, they were able to capture new market niches that were earlier less receptive to their marketing strategies. In the process, Emirates Airlines was among the first airline industry to introduce online booking services. With online ventures, customers have been able to increase their trust in the services offered by the company creating millions of new clients every day. Coupled with so many innovative ideologies forged by the company, the general marketing approach brought about in countenance of these diversity factors made the company outshine all other competitors in the industry.
Overall, the management of Emirates Airlines points that that employee motivation is a key in its robust performance in both in the United Arab Emirates and elsewhere. The management approach of Emirates Airlines points that recommendations might soon be in order for various intermodal to align themselves with Emirates Airline’s admirable practices. The robust international business focus of Emirates Airlines includes employee empowerment, adequate remuneration, employee job security, company work design, rewards-based business approach. The system design of Emirates Airlines means that opportunities for growth and advancement have never been a problem for the company, its employees, and stakeholders.
Emirates Financial and Operational Performance
The statistic validates the number of passengers the group had between the fiscal year of 2009/10 and 2014/15.
In the fiscal year of 2014/15, the group moved just under 50 million passengers, which is an impressive upturn due to the enhanced OP system.
Using the infrastructure largely put in place by public agencies for air passenger travel, such as airports and air traffic control-systems, Emirates Airlines services connect to almost every destination of the world today (European Commissions, 2006). For Emirates Airlines to maintain its steady rise, the management must evaluate, understand, and react to the roles of intermodal in the dynamic customer requirements to keep its competitive supply chains.
Apart from that, the company must respond flexibly and reliably to the ever-changing customer demands with unified and conjoined coordinated cargo freight through different modes. Moreover, Emirates Airlines has to contend with the knowledge of existing and impending intermodal freight and the global operational alternatives and options, including the prospective for enriched information and communications technology as well as the challenges connected to their application. Finally, the limitations on and the coordination of the infrastructural capacity, comprising of regulatory and policy factors, as well as improved management of the available infrastructure and a broader consideration on future investment plan are key growth impetus for the company.
Having a factual merit-based pay or promotion strategy is often easier said than done. Indeed, observations have been made whereby many organizations tend to shy away from the pay and promotion to performance strategy and merely to rely on other means of motivating performance (Bektas & Crainic, 2007). The strategy involves the plans that organizations put into guiding their future operations. It also involves environmental screening and forecasting.
Notably, these programs enable firms to predict the future, thus gaining a competitive advantage over their competitors. Performance-based prizes are both the group and individual targets that bear realistic prospects of being attained within the provided limited timeframe. If the set goals are farfetched such that most employees tend to believe that they cannot be achieved, then the program is predestined right from the outset. Perhaps a few will be motivated in an attempt to attain such goals, while others will definitely be discouraged right away.
Alternatively, objectives ought not to be extremely easy to achieve that incentives are compensated for outcomes that may have been attained using ordinary initiatives. To avert either of these scenarios, Emirates Airlines train their employees to maximize their expertise and to recognize the most likely customers’ trends. Through the training activities, Emirates Airlines may have the capabilities to optimize the capacity to communicate to their sales agents to improve on the quality of the services and products that induce them on the likelihood of achievement.
However, this can at times produce some different results, whereas these particular individuals are rewarded more than they would achieve within the meaning of a job-based system. In other cases, people may not have the required skills and experience when they enter a job for the first time. Thus they do not merit the kind of remuneration that goes with the job description. On the other hand, Bektas and Crainic (2007) observe that skills and experience-based pay could be challenging to manage because it does not create a clear view of how one researches the market and decides, for instance, how much is worth a skill.
Skill and experience assessment can as well be difficult to accomplish. Profoundly, there are a number of well-developed strategies for job evaluation and their comparison to the marketplace, but there are hardly any such systems, which really consider this aspect with respect to the skills, and experience an individual possesses. Keeping in mind that capacity management deals with the aptitude of an enterprise’s resources, Emirates Airlines may choose to replenish an old product or idea and mount a vigorous campaign to promote it.
Several components are open to any company as far as outlining the overall people management strategy in a company is concerned (Emirates Group Annual Report 2014-2015, 2015). Alongside the emergent functions such as information technology, operations, and finance, as well as sales and marketing, involving people to be key players in the management function has delivered Emirates Airlines to its current celebrated status.
The approach to this concern, according to Emirates Airlines management, aims to answer what the organization itself expects from its employees as well as how such employees, in turn, help the organization to reach out to its objectives. In most cases, Emirates Airlines management usually poses in its line of duty to question whether every individual within the company’s mainstream is meeting their expectations (Hall, 2007).
More than that, for Emirates Airlines, it is equally significant for the management to stem its people in the right positions as an endeavor that aims to impact its very forward mobility. Usually, Emirates Airlines achieves this stature by ensuring that every individual employee makes the optimum significance to Emirates Airline’s developmental paradigms. An overall company, as Al-Romaithi (2006) observes, must incorporate people as part of its diversity strategy of reaching out to the optimum in its business endeavors.
Employee recruitment and selection
The success of Emirates Airlines as both a regional and global business venture begins by hiring the right people for the job. Essentially, for a company’s ideals to be successful, it is critical to recognize the type of positions the company will require in its future endeavors. Emirates Airlines incorporates its future needs into the current budget to streamline its strategies with the succession plans. While it may be difficult to predict with precision all that a business requires, a staffing forecast, which Emirates Airlines amicably utilizes, has the ability to assist it in proper planning for its growth.
The moment the management outlines positions the company needs to fill, this usually guarantees the need to establish a result-oriented recruitment plan, and this, according to Hall (2007). is Emirates Airline’s greatest strength. This strategy includes identifying responsibilities, core competencies, skills, and knowledge identifiable with the business, as well as the cultural fit for the company’s ideal employees. Moreover, the Emirates Airlines management usually finds it imperative to apply creative recruitment sources that target individuals with the best talent that the company yearns for.
Training and development
Good organizations recognize the fact that their employees are their greatest asset in possession. Perpetual development in the individual people is very significant in both successions planning and planning for a business’ growth (Wells, 2003). Emirates Airlines Company usually finds it important to use diversity driven management strategy in identifying high potential employees. The essence of this strategy, according to Hall (2007), helps the management to identify individuals who capitalize on the training opportunities. This, in turn, enhances their performance hence the productivity of the company, in general.
Emirates Airlines usually incorporates within its strategy, annual compliance training, and tuition reimbursement to inspire the relevant skills the company requires in individuals. At its behest, (Bektas and Teodor, 2007) opine that this endeavor passes out as a most opportune moment for the company to determine its employee growth structure. A thoroughly executed employee training strategy within Emirates Airlines eventually contributes to the complete success of the company without necessarily having to distort its traditional organizational culture.
Since its debut in the airline industry, Emirates Airlines has been dramatically changing to conform to the prevailing diversity factors that continue to shape the course of business of the airline industry after 2001 (European Commissions, 2006). From the benefits and the risks that technology brings forth, over to the terrorist attack in 2001, the many challenges that the airline faced over time provoked many corporations to fasten their grip to beat these challenges.
From the 1970s over to 2001, air transportation grew exponentially, making the industry to be among the fastest-growing business ventures within that period. In 1970, for example, the airlines were transporting close to 172 million passengers, and by the turn of the new millennium, this number grew to 615 million passengers (Bektas and Teodor, 2007). Regrettably, for the financially tight corporations, the recession, coupled with the September 11 terrorist attack, the passenger level reduced drastically, affecting all types of costs in the airline industry generally.
Out of these diversity glitches, some companies have managed to explore their market strategies to remain effective in the market. An understanding of Emirates Airline’s internal resources, as well as its external market opportunities, has been extremely important in countering these diversity factors. In the case of Emirates Airlines, the corporation had to re-evaluate its market strategies to moderate the prevailing threats.
Emirates Airlines saw what their competitors were reluctant to offer and created a strategy that supplied those unmet needs to the consumers (Aguinis, 2013). The first thing Emirates Airlines management did was to roll out a robust competitive approach that sought to make it a low-cost waiver in the flight and cargo industry. In no time, Emirates Airlines was a leading carrier company in the aviation industry, which many strives to emulate.
These successes further enhanced the company’s competitiveness, as it became a low-cost forerunner in the airline industry. Apart from that, the company was also becoming increasingly more customer-focused as it embarked on providing consistent customer delivery with unique customer experience services. Moreover, the company put its employees at the top of its priority in the business, making them feel valuable assets that they truly were. In turn, the employees were able to undertake their assignments with a lot of dedication, treating their clients with respect and making flying with Emirates Airlines a unique and memorable experience.
Within the Emirates Airlines Company ideals, the measurement for each individual’s performance is necessary, especially in ensuring that individual employees are meeting expectations as required of them by the company (Hall, 2007). These strategies employed by Emirates Airlines usually give rise to a feedback mechanism.
The management is usually in control, and this ensures that employees have enough opportunities for improvement while addressing performance matters whenever employees are not meeting their expectations. Whereas some organizations prefer to leverage performance management, an ideal strategy for Emirates Airlines Company tends to seek out a time-bound performance management approach. This approach not only extends reward to high performers but also binds compensation increment as well as bonuses to employees. The overall turn out is the company performance.
Performance management outlines the developmental factors in an organization’s people management strategy. Emirates Airlines usually capitalize on these ideals. As the company maps out its trajectory of the succeeding years, the management finds it imperative to consider the individual employee performance evaluation, and this usually includes a frequent check of employee progress. In the event that the organization experiences problem performers, Emirates Airlines does employ an individual employee development plan. This usually makes it possible for the management to monitor individual employees more easily, more closely, and more frequently. However, at times, Emirates Airlines may have to contend with a poor perpetual performance problem. Usually, the management finds it necessary not to let the problem drain the rest of the team and weigh down the business in the process.
Strategic management requires teams to solve various problems, and in so doing, they position such teams to develop strategic alternatives to encounter the challenges of leading diverse teams (Zhang & Zhang, 2002). This case situation particularly holds when dealing with virtual teams’ decision-making. In retrospect, seeking consensus with qualification suffice as the best-held approach.
In situations where consensus is untenable, the most relevant yet senior personality in management capacity often makes the decision. Naturally, this decision reached upon by the top management must stem from other like-minded personalities. Teams must engage in consensus to analyze and evaluate a policy while developing recommendations needed to drive change. Inputs to a consensus with qualification involve the manager, team members, as well as other resources pursued to achieve a decision. In essence, the quality of the process of decision-making and the decision achieved are in turn traces its strength from the quality of the inputs (Zhang & Zhang, 2002).
When making distribution decisions, the Emirates Airlines inventory management coordinates with their suppliers and customers for consensus. Distribution only occurs after the suppliers provide all requisite load measurements of the freight. In addition, the customer who receives the cargo often acknowledges receipt after confirming that Emirates Airlines should transport the products. When this happens, the Emirates Airlines agencies at its headquarters communicate with the headquarters in the country of receipt. Distribution decisions often follow due inventory processes because the records arrived at during consensus assist in managing the firm decision-making criterion.
Perhaps the best way for management to have its fingers on the spur of individual people it employs is to have the capacity to measure and gauge their satisfaction (Hall, 2007). Employee engagement though essential, could sometimes pose grave challenges that a company has to contend with. As part of the Emirates Airlines Company’s venture to conduct employee satisfaction, all that the management seeks out is to ensure that the strategy outlines critical areas of concern in strategic planning.
The moment the Emirates Airlines management designs an employee engagement stratagem, structures accompany such plans to ensure that employees channel their aspirations as well. Usually, to protect interests, these do happen in an anonymous feedback mechanism so that individuals feel protected in their honest opinions. Engaging individuals, according to Hall (2007), will definitely open up several individuals to volunteer insightful observations that may be instrumental in the overall organizational decision-making.
The moment the Emirates Airlines management obtains such feedback from individual employees, the company finds it imperative to put such forms of communication into consideration so that the management can embark on synthesizing data and act appropriately on various dissenting views. For Emirates Airlines Company, incorporating the various opinions from different employees is of great necessity. These endowments usually keep employee morale high in the knowledge that they feel part of the management strategy.
Rewards and recognition
Diversity management within Emirates Airlines takes into consideration the ability to recognize and reward disserving individuals based on various outstanding performances. For the Emirates Airlines Company, it is the sole prerogative of the management to demonstrate employee’s values (Goleman, 2000). Those individuals who do better in their assignments usually receive appreciation for the various contributions they make to the company, and this, in turn, ensures morale-boosting while nurturing a cheerful spirit at the workplace. Studies continue to show that cheerful employees are cumulatively more productive and more engaged with the ability to provide a greater level of service to the customers.
In addition, organizations that aim to ensure employee satisfaction has the ability to improve corporate morale augment turnover, and revamp customer satisfaction with the ability to inspire repurchase. The Emirates Airlines Company’s reward and recognition program are archetypical of training and development. It usually does not necessarily cost a lot of money to effect. It is imperative, therefore, for the management to work out a plan of action to roll out things that the company needs to reward as frequently as possible (Goleman, 2000).
The United Arab Emirates is among the most competitive markets in the world today. Building on its robust heritage, Emirates Airlines has always embraced competition and a free-market approach as an economic stimulant. Emirates Airlines’ strategy for economic growth thrives on effective infrastructure management that has made the company generate enormous dividends for Dubai’s economy. The company’s effective operations management has continued to encourage institutional enterprise that has seen Emirates Airlines as a leading company in the flight and cargo industry.
Rated amongst the world’s leading service industry in terms of foreign exchange earnings and gross revenue, freight Cargo is one of the rapidly expanding diverse sectors of the world economy. The majority of the developing countries are therefore struggling to cash in on this growing industry in an effort to attract direct foreign investment and boost their financial reserves. Operations management as a key gradient has had the capacity to improve customer satisfaction, improve service delivery, and inspire economic growth.
Business organizations can only be more competitive by accepting the dynamics in operations management in order to earn the cumulative competitive advantage that the market offers. Emirates Airlines takes into consideration all factors of production, including the ones that have always bypassed the recognition of many business enterprises. It further guarantees the need to pull all the strings that make production exceptionally realizable such as programing the changing reward, transforming the business into great opportunities while channeling corporate energies to greater production through continuous innovation and business infrastructure development.
Studies within the Emirates Airlines Company reveal that such endeavors like employee engagement, employee motivation show a strong link between promoting workplace job satisfaction and increased productivity. People management strategy within the Emirates Airlines Company takes into consideration employee management wellness as part of its focus. Within Emirates Airlines, operations management programs have had the commitment to improve satisfaction, reduce stress load among the workforce, and inspire worker motivation, all of which lead to increased productivity and corporate competitiveness.
Aguinis, H. (2013). Performance management. New York: Pearson Ltd.
Al-Romaithi, S. (2006). An airline ab initio flight training program in the United Arab Emirates (UAE): An analytical approach toward Emiratization. Daytona Beach, Florida: Embry-Riddle Aeronautical University.
Bektas, T. & Teodor, C. (2007). A Brief Overview of Intermodal Transportation. Interuniversity Research Centre on Enterprise Network, Logistics, and Transportation. Web.
Demchenko, Y. (2004). Virtual organizations in computer grids and identity management. Information Security Technical Report, 9(1), 59-76.
Emirates Group Annual Report 2014-2015. (2015). Keeping a steady compass. Web.
European Commissions. (2006). Intermodal Freight Terminals. In search of efficiency to support intermodality growth. Web.
European Intermodal Association. (2010). Intermodal Freight Transport and Logistics Best Practices. Web.
Goleman, D. (2000). Leadership that gets the results, Harvard Business Review, 4(6), 78-90.
Hall, A. (2007). Southwest airlines: The role of human resources in implementing business strategy and hiring practices. Web.
Massey, A. (2002). Knowledge management in pursuit of performance: Insights from Nortel Networks. MIS Quarterly, 26(3), 269-289.
Soupata, L. (2005). Managing employees in company success: The ups approach to a winning team’, human resource management. Business Source Complete, 44(1) 95-107.
Wells, L. (2003). Strategic management for senior leadership: A handbook for implementation. Web.
Zhang, A., & Zhang, Y. (2002). Issues on Liberalization of Air Cargo Services in International Aviation, Journal of Air Transport Management, 8(5), 275–287.