Qantas Case Study: Environmental Factors Affecting Qantas Hr Managers

I, Marion Forbes the recently appointed senior human resources manager at Hallington Utilities Services (HUS), am facing with a dilemma; work out HR strategies with the Organizations mission and handle employee’s issues and concerns. HUS has made changes due external and internal factors encountered in the market as well as the new regulations happening within the sector. All are very complicated and my main issues are privatizing, downsizing, unionization, motivation, training and compensation. With the information collected, I need to figure out

1) Qantas Airways Limited is the national airline of Australia, it is also the largest airline in Australia. The Qantas Group’s principal business is providing domestic and international air transport services for passengers. Additionally, Qantas owns several subsidiary companies such as Jetstar and QantasLink that also operates flights to domestic and international locations, and Q Catering, a premium full service flight caterer.

The role of a Human Resource department is ever changing in today’s volatile business environment. Over the years HR have become strong strategic partners within an organization by providing functions such as recruitment,

Internal factors that must be addressed are poor industrial relations and human resource management. The company must also attract a greater proportion of the corporate market share from its competitors and reduce CO2 emissions to ease government and public pressures.

In HR Sector there are lot of things to be repaired, fixed and improved in order to maintain the business and staff effectively. Some changes have to be installed.

The role of a Human Resource department is ever changing in today’s volatile business environment. Over the years HR have become strong strategic partners within an

With the stride to grow and expand worldwide, Aflac has expressed the importance to recruit and retain the top talent they receive. With a bold idea such as this, Human Resource Departments have a difficult job to hire top talent employees and ensure turnover is low. Business Week rated Aflac 21st in best places to work in 2009, calling on their promoted educational benefits, unlimited tuition reimbursement and their willingness to provide entry level positions to newly graduated individuals (“Aflac Supplemental Insurance”, 2009). It is benefits such as these that keep talented individuals applying

Traditionally, companies pursued the maximization of profit in which economic activity has been their central focus. However, with this fast-changing, culturally diverse environment, companies have seen the importance of enhancing their business reputation through effective business practices and effective communication to their stakeholders and the whole community. Leading businesses are more visible in the critical public eyes and the more powerful they are the more they are at risk to scrutiny (Carroll and Buchholtz 2001, 6) Due to this, businesses nowadays are under much greater pressure as business firms are bound to satisfy the rising expectations of the public and at the same time meet the growing expectations of the increasing

opportunity to find out the logistics or emotional upheaval that led to his or her adoption. In contrast, the two authors also announce predominantly, “the adopted child faces all of the general problems of development encountered by his non-adopted peers” (Sallee 2). Sallee and LeVine are unspecific as to whether an adoptee’s aspects in his or her life are discovered as a young child, adolescent, or adult. The ‘general problems’ are casually written, so this statement cannot be proved in this passage but can be easily be supported by the prior arguments of other authors. However, “adoptive parents may be more sensitive to psychological dysfunction and more likely to obtain clinical services for their adopted children” (Nilsson 9). Even though

The Qantas Airways is the largest airline in Australia. Its Human Resource Management operates in the company in four major areas, which are business segments, corporate, shared services, development, and learning. This report gives limelight to the Qantas airways HRM and its role in ensuring perfect operations of the company. It further discusses change management and job analysis and design. The company has undergone intensive change management such as cutting of prices and labor costs in order to ensure high productivity, moderation of wages as well as the introduction of flexible structures through a versatile and motivated workforce. Moreover, the HRM is also responsible of ensuring that right people are hired and

9. What challenges face HR managers with regard to workforce availability and quality? What are potential

Qantas currently employs over 37,500 people in over 250 different roles, of which 93 percent are based in Australia (Qantas, 2010b). As one of its corporate groups, the People section provides “people strategy; industrial relations; remuneration; workforce management initiatives; and the implementation of programs aimed at creating a competitive and motivated workforce” (Qantas, 2010a, p6). HRM at Qantas is well established with a combination of control based and resource-based view of its people, and its people vision reflects that of a commitment philosophy where people are sought, skilled and motivated to achieve for the benefit of the organisation (Hartel & Fujimoto, 2010). There is a strong emphasis on selecting, and nurturing future leadership talent, fostering diversity and encouraging inclusion in the workplace, and improving workplace productivity (Qantas, 2010a).

Look of workforce in Australia is changing. It is no longer the same as it was 20 years ago. Where young men were the main workers and old people and women were sitting at work with their kids (Nankervis et al. 2006, p.54). Nowadays number of old people has increased dramatically, which is affecting workforce and brings new challenges to human resource. New implications that human resources have to deal with are appropriate age allocation, keeping old employees working for as long as possible and avoiding clashing of different generations. Also combine experience from old employees with knowledge of new technologies from younger ones. All these can be done by correct human resources strategies, which will benefit organizations and

Globalisation, as an integrated and independent world economy, has contributed to the rapid expansion of international trade and world’s economic growth (Paik & Vance, 2006; Mutsuddi, 2012). The increase presence of global firms is shifting domestic HR towards global HR in addition to carry out a wider span of HR responsibilities (Losey, Meisinger & Ulrich, 2005; Rao, 2010; Jie, 2011; Mutsuddi, 2012). The generation of cross-border labour market also had brought human resource management into an international context (Mutsuddi, 2012).

Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)