2.0 Inputs - Transformation Process - Outputs 2.1 Inputs Operations management concerns with the conversion of inputs into revenue-creating outputs through the transformation process (Mahadevan, 2010, p.5). Slack et al. (1995 cited in McMahon-Beattie and Yeoman 2004, p.30) mention that inputs are divided in transformed and transforming. Transformed are those that are transformed in some way and transforming inputs are those that are used to carry out the transforming process. In the airline industry, we can distinguish six categories of inputs. Firstly, labour input refers to the number of employees a corporation has. Secondly, there is fuel input. Thirdly, the capital input includes the number of aircrafts a company owns through purchase …show more content…
In the airline industry the transformation process of the main service is the flight itself. Consequently, the passenger during the flight is in transformation process. Another pivotal input for an airline is information which when it collected and estimated it is in transformation process. 2.2.1 Mass Service Process As far as Ryanair is concerned the main objective is to expand passenger volume and capacity. The basic element that characterise the companies that utilise the mass service process is the high labour intensity combined with low level of interaction and customisation (Nickson,2007,p.12). Consequently, Ryanair in order to efficiently handle thousands of passengers daily it is necessary to use highly standardised services (Barnes, 2008, p.189). Additionally, Ryanair chooses to operate mass services process aiming to achieve economies of scale in order to maximise the margins. Figure 1 – The Service Process …show more content…
Ryanair recruits employees through recruitment agencies. In order to provide its services, the Irish carrier is utilising standardised procedures and therefore, imposes specialisation on tasks with no intervention between different departments (Bamber et al., 2009, p.98). Ryanair’s HRM is not excluded from the general aggressive cost reduction policy. For instance, Ryanair prohibits the employees to charge their phones so as to reduce costs further (Baum, 2006, p.146). Moreover, it does not provide training to its staff. In contrary, employees are obliged to pay for their training programs so as to succeed in the workplace (Ryanair.com). It is wide known that Ryanair provides low salaries, which can only be balanced through productivity-based pay motives. For instance, it gives commissions for on-aircraft sales of products for flight attendants
Regardless of the position they hold, airline industry personnel must strive to maintain professionalism, take responsibility for personal actions and remain aware of how each individual contributes to the overall safety of a company and air transportation at large. Pilots and technical staffs should undergo continuous necessary training to keep them abreast of the industry’s
Introduction QANTAS Airlines (QA) a leading airline service provider founded in the year 1920. It was recognized as the second oldest airliner in the world. QA was operating under two brand names QANTAS Airlines and JESTER Airlines. QA airlines offered all kinds of services including domestic services and where as JESTER Airlines offered domestic services. Besides offering airline services, QANTAS Group has been offering various kinds of other services; QANTAS Freight, QANTAS Link, Q-Catering and QANTAS Loyalty.
It also indicates that Ryanair has a very poor customer service. The CEO O’Leary also claimed that customer service was poor in a Businessweek article entitled “Ryanair’s O’Leary: The Duke of Discomfort”. The article stated that for the exchange of the cheap fares, passengers will do anything for everything like on Ryanair, they include high luggage fees, minimal customer service, bad expensive food, cramped seats and flights to secondary airports that are very far from the actual city. Sometimes, it took hours to arrive at the actual city from the secondary airports. Apart from that, Ryanair also has paid £88 million regarding the implementation of EU and Irish legislation standards.
While Taylor and Collins (2000, cited by Orlitzky 2008) stressed that recruitment plays a fundamental role in HRM, Roberts (2005) argued selection to be the most critical process and emphasised the need to choose the right people in order to achieve a competitive advantage, as ‘you can’t make a silk purse of a sow’s ear’ (p.19). Breaugh and Starke (2000) supported this view in saying that recruitment is the lesser of the two processes. In fact, Taylor (2008) argued that the two processes are dependent on each other and ‘recruitment provides the candidate for the selector to judge’ (Watson 1994, cited by Marchington and Wilkinson
McWhinney model of problem-solving (1997) is adopted for solving complex problems of ABC Organisation identified and described in the preceding section. The model relates the complex problem-solving course to the process of the making planned change in the complex problem areas identified to achieve increased efficiency and improved productivity in the organisation. Problem solving is about planning and achievement of desired changes in complex problem areas under consideration and the McWhinney model of problem-solving deals with four realities or “worldviews” of change and six approaches or modes of change. As per the model, these different worldviews or preferred beliefs can be classified into four quadrants namely Unitary, Sensory, social
Economic Environment Factors such as Crude oil prices, aircraft prices, Economies of Scale may also have effect on the airline industry. Social Environment Tourists and Business travellers contribute to the growth of the airline industry. Technological The use of modern technology by the airline manufacturers can contribute significantly to the growth of the
The mission statement of Bus Éireann replicates this methodology to succeed by providing outstanding services to its customers through a dedicated team. HRM is an important strategic function in Bus Éireann and it symbolised at a senior management level. The management ideology of Bus Éireann is to invest in their employees by carrying out training and development programmes, this training programme is for new employees and also for fulltime and part time
HealthPlus aims to employ 60 more members of staff within six weeks and then at least another 350 employees over the coming 12 months. This is a result from its successfully gaining several new contracts. It recruited Lynette Allen as the Recruitment and Selection Specialist to fulfill this task. The productivity of the newly recruited employees cannot fulfill HealthPlus’ needs, though. Supervisors indicate the employees are smart and nice, but cannot fit into HealthPlus’ environment.
I. OVERVIEW Google’s human resource management involves different strategies to address the workforce needs of this diversified business organization. This diversification imposes significant challenges to human resource managers of the company. Nonetheless, there are certain HRM approaches that are generally applied to different areas of Google. For instance, in human resource planning, Google’s HR managers focus on the effective use of forecast information to minimize the surplus or shortage of employees, and to establish a balance between the supply and demand for qualified employees.
Expanded aggressive power has carried with it expanded unpredictability. The harder we are obliged to seek business with others, the more essential great HRM gets to be. This is on account of those associations which are best at enrolling; holding and rousing a conferred and beneficial workforce are preferred ready to contend effectively over the individuals who are less viable in these regions. A more prominent premium is set on proficiency. Expense control gets to be more vital the more exceptional the focused environment on the grounds that cost is a standout amongst the hugest determinants of which association secures
The value chain process that this paper will focus on is the talent acquisition process – specifically recruitment and hiring - in the Federal office that I support. Talent acquisition policy for Federal civilian agencies across the Federal government is managed by the Office of Personnel Management (OPM). They dictate the steps that must be accomplished and the timeframes for each step. Execution of their policy happens at the agency level. There are many rules laid out by OPM around recruitment and hiring activities.
Moreover, training is significant to satisfy employees and to achieve the profitability of operations (Hanaysha & Tahir, 2016). Ovidiu-Iliuta (2014) asserted that training is vital for personnel. Nevertheless, service employees are among the least trained American workers (Conrade, Woods &