Human Resource Management Case Study of No Name Aircraft

This report provides an effective discussion on the entire case of No Name Aircraft. There had been some of the major issues related to human resource management in this particular organization and this report will be providing answers to three distinctive questions of identification of issues, dealing with the issues and finally proper recommendation to the organization for better elimination of issues without much complexity.

Running head: HUMAN RESOURCE MANAGEMENT
‘No Name’ Aircraft Case Study
Name of the Student
Name of the University
Author’s Note:

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Table of Contents
1. Introduction............................................................................................................................2
2. Discussion..............................................................................................................................2
2.1 Brief Idea of the Case Study of No Name Aircraft..........................................................2
2.2 Description of the Issues as an International Human Resource Consultant in No Name
Aircraft...................................................................................................................................3
2.3 Dealing with the Issues of Human Resource Management with ensuring that Issues are
not repeated for the International Environment.....................................................................6
2.4 Plan of the International Human Resource Consultant for presenting to No Name
Aircraft with proper Recommendation for Elimination of the Issues....................................8
3. Conclusion..............................................................................................................................9
References................................................................................................................................10

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1. Introduction
HRM or human resource management is a significant approach for attaining an
improved management of people within the company, so that they can help out the respective
business to obtain competitive advantages (Tarique, Briscoe & Schuler, 2015). The following
report provides an effective discussion on the entire case of No Name Aircraft. There had
been some of the major issues related to human resource management in this particular
organization and this report will be providing answers to three distinctive questions of
identification of issues, dealing with the issues and finally proper recommendation to the
organization for better elimination of issues without much complexity.
2. Discussion
2.1 Brief Idea of the Case Study of No Name Aircraft
No Name Aircraft is a popular aircraft organization that is being operating mainly in
Australia with subsidiaries in three distinctive countries of China, Vietnam and Singapore.
They eventually build as well as sell aircrafts to around 50 different countries in the entire
world. Several parts of this aircraft are mainly produced in Vietnam and China and maximum
design engineers mainly operate out of Singapore. The assembling of aircraft is being done in
Australia and Singapore. The Chief Executive Officer of No Name Aircraft, Mr Adam
O’Meara is bothered regarding the organizational profits and therefore is worried that the
company’s takeover is absolutely imminent. O’Meara has realized that he requires to improve
the shareholders’ return on investment, for obtaining high share price, as the organization
might be at risk and can face major losses. The communication in the organization is not
perfect and there had been a communication breaking down within integrated teams or
management. Staff provide the impression that they might resist attempts in making any type
of change.

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Due to such issues, several customers from all over the world are complaining about
lack of quality. Numerous stakeholders have sent letters to the CEO about withholding partial
payments if quality is not improved within six months. Moreover, there had been issues
related to diversity management and they have to embrace the richer values of working with
diversified people. This distinctive lack of diversity can bring major problems to the
organization and this is mainly because of lack of clear practices in the company. There are
other issues as well such as development and training and management of the performance of
the employees. Each of these issues are responsible for bringing major issues in the
organization, hence making it extremely problematic for the organization to deal with all such
issues in No Name Aircraft.
2.2 Description of the Issues as an International Human Resource Consultant in No
Name Aircraft
No Name Aircraft has hired an International Human Resource Consultant for their
organization (Harzing & Pinnington, 2010). They are facing major issues related to customer
dissatisfaction and employee management, which is degrading their position to a high level.
Moreover, the shares of this particular organization have gone down majorly and this is
majorly because of their weak strategies and ad hoc approach. The entire management of No
Name Aircraft lacks proper planning in respect to employees’ performances as well as
organizational discrimination. The market position of this company is quite low and hence
they are at a major risk of getting seized (Stahl, Björkman & Morris, 2012). The major and
the most prominent human resource management issues of No Name Aircraft are as follows:
i) Cultural Issues: This is the first and the foremost issue that is being faced in the
organization of No Name Aircraft. The teams of the home country of this specific company
are eventually not working properly and there exists a major communication breaking down
between the respective teams that are integrated, as well as across team and management

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(Vance & Paik, 2015). The culture at No Name Aircraft has been developed into one, which
is extremely negative and the workers have adopted a thinking of not adapting any changes
and resisting against all odds. They are being facing such cultural issues due to their lack of
involvement of staff and hence extending to communications within respective organizational
headquarters and subsidiaries.
Quality of the services and products is a major issue that is being faced by No Name
Aircraft and it is mainly common in the home country of Australia. This specific issues is
directly associated to the parts from Vietnam and China. The aircrafts need few modifications
even before delivered to the customers (Lazarova, Morley & Tyson, 2014). The stakeholders
are withholding their money due to this particular cultural issue and hence they are losing
customers. One of the supervisor is responsible for a sub designing team of about 9 people
and the second sub design team of 11 people, who can be termed as the wire harness
assembly team (Tarique, Briscoe & Schuler, 2015). Communication is also hampered to a
high level in this specific organization.
ii) Diversity Management Issues: The second type of distinctive issue that is being
faced in the organization of No Name Aircraft is diversity management issue. There are some
of the major and the most significant issues at No Name Aircraft that is linked to embracing
of the effective working value with diversified people (Cascio & Boudreau, 2016). At first, at
the headquarters of this organization is in an intolerance state for working with the staff from
a number of generations and the senior staff are eventually intolerant of working with
relationships and apprentices being strained. Secondly, there is a lack of recruitment of
people with disabilities within the country of China. This work place diversity refers to hiring
as well as retaining several employees from a wide or broad variety of backgrounds. It is
extremely important and significant for the legal as well as practical reasons. However, No
Name is not following these rules and they are not hiring people with disabilities in China,

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which is extremely unprofessional (Fenton-O'Creevy, Gooderham & Nordhaug, 2008). The
managers are also ignoring their job applications and this is mainly because of lack of clear
set of policies and practices. They are hence discriminating employees on the basis of their
culture and physical disability.
iii) International Performance Management Issues: Another important and
significant issue that is extremely common for the organization of No Name is international
performance management. It is extremely and significant to manage performances of the
employees so that maximum productivity is obtained in the business. However, No Name is
facing several issues related to performance management (Haak-Saheem, Festing & Darwish,
2017). The performance appraisals are being lacked in the company and although,
headquarters are conducing performance reviews, no such activity is present in subsidiaries.
Formal performance appraisal process for expatriates is absent as well. The decisions are not
discussed with the subsidiaries and they face major issues, which result in conflicting
performance results (Fenton-O'Creevy, Gooderham & Nordhaug, 2008). Due to unclear
measures in performances, performance is being hampered to a high level and major local
and cultural practices are being overseen.
iv) Training and Development Issues: This is the fourth distinctive and important
issue of HR that is being faced in No Name Aircraft. This type of training and development
must be concerned with all aspects of the organizational activities (Furusawa & Brewster,
2016). A proper training is required for all of those, who work in the company, however, no
such training is provided to the employees. Moreover, feedback avenues are absent for these
employees regarding expatriate training. The main reason for this issue is that there is no
systematic working force planning as well as management development program at No
Name. The respective programs for management development are not appropriate and the
employees are completely unaware of their career direction (McGraw, 2004). Moreover, the

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senior management do not eventually develop their junior employees in taking over the role
to be side lined for promotion, hence ensuring unprofessional development.
2.3 Dealing with the Issues of Human Resource Management with ensuring that Issues
are not repeated for the International Environment
The professionals of human resources eventually helps in management of the human
capital of a company as well as focus on better execution of policies and procedures. The
human resource management could easily specialize in recruiting, finding and hiring of top
talent, which is beneficial for retention of the employees and few others (Kshetri, 2007). The
respective professionals related to personal development eventually ensure that training are
provided to the employees for continuous development. It is even done by training programs,
rewards programs and performance evaluations (Fenton-O'Creevy, Gooderham & Nordhaug,
2008). The employee relations generally deal with all distinctive concerns of the staff as soon
as policies are being broken like in few cases of involvement of discrimination or harassment.
The methods to deal with the issues of HRM so that they are not repeated in the
business are as follows:
i) Solution to Cultural Issues: Being a traditional company, the organizational culture
is termed as the one major and significant criteria for the candidates while selection of a job
(Jackson & Deeg, 2008). This organizational culture even represents a major aspect towards
the existing employees for allowing them in developing strong sense of belongings. The
representation of the lifestyle of the organization for development of a healthy culture must
become a major priority for the respective organization. This organizational culture even
allows the members in moving to the same directions towards utmost success. The corporate
culture is not without these issues and the company has to identify several distinctive factors
for reflecting of the organizational motives in the most effective manner.

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The working methods of a company or team work are together termed as parts of
organizational culture in the company (Budhwar & Debrah, 2009). Moreover, the respective
level of every social engagement or values of company to getting transmitted are also
properly understood by analysis of the company culture. The respective mentioned cultural
issues in the organization can be resolved by undertaking few distinctive steps such as
measurement of the cultural competence, identification of cultural baggage, understanding
different styles of communication, essential cross cultural skills for the work place, working
through the language barrier and many more (Noe et al., 2017). Each of these above
mentioned solutions would be able to resolve the cultural issues in No Name since they
would be able to enhance communication, team building skills and provide effectiveness in
work.
ii) Solution to Diversity Management Issues: The diversity management in this
particular organization is being confined to a simplified policy, which mentions that every
organization requires to be perfectly respectful for race, age, sexual orientation, religious
beliefs, physical abilities and ethnicity as well as any other philosophies. Diversity
management is one major and the significant requirements in any business so they can
become better employer and manager (Cascio, 2015). The first and the foremost solution to
the diversity management issues in No Name Aircraft is to redefine as well as recognize the
several types of diversity. It ensures that the obvious diversities such as in China, could be
resolved without much complexities (Fenton-O'Creevy, Gooderham & Nordhaug, 2008). The
second effective and efficient solution to the management of diversity in No Name Aircraft is
to redefine discrimination as well as clamping down of every form.
iii) Solution to International Performance Management Issues: Performance
management can be referred to as the procedure to create a proper working environment so
that people have the ability to perform as per expectations. It is a completed working system,

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which eventually starts with defining the job and then ends when any particular employees
leaves the organization (Armstrong & Taylor, 2014). It is not an annual appraisal meeting and
self evaluation is not enhanced by this process. Performance management eradicates the
requirement of employee reviews, employee evaluation and performance appraisal. In No
Name Aircraft, the respective issues related to performance management could be resolved
by involvement of few distinctive strategies, which include lack of delaying, having proper
communication systems, throughout follow ups, documentation at every single step and
finally improvement in the performance. The management of No Name Aircraft should focus
on these performance management skills and strategies so that they are able to manage poor
performances, however with a clearer approach and hence ensuring the entire procedure to be
successful, constructive and respectful (Bratton & Gold, 2017). This would ensure that all
issues are being resolved without much complexities.
iv) Solution to Training and Development Issues: The issues related to training and
development process are required to be eradicated on time by involvement of few distinctive
strategies and solutions. The first and the foremost solution to such issues is to deal with the
changes and setting an effective trainer for their employees. An application of skills of the
employees are also required to be involved so that the respective employee does not feel
neglected and they get a vast choice of career prospects, which is currently absent in No
Name Aircraft (DeCenzo, Robbins & Verhulst, 2016). Moreover, a proper approach towards
conflict management is also important so that employees do not get involved in any kind of
conflict or issues amongst themselves.
2.4 Plan of the International Human Resource Consultant for presenting to No Name
Aircraft with proper Recommendation for Elimination of the Issues
A proper and effective human resource management in No Name Aircraft is required
to be designed for the core purpose of maximizing overall employee performances within the

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respective services of the strategic objectives of an employer. Human resource management
is mainly linked with people management in a company after emphasizing on systems and
policies (Budhwar & Debrah, 2013). The departments of human resources are mainly
responsible to oversee designing of employee benefit, recruitment of employees, performance
appraisal, training and development as well as reward management. It even concerns about
industrial relations or organizational change, which proper balancing of organizational
practice with major requirements that arise from collective bargaining as well as from the
governmental laws.
The most effective and suitable recommendation for No Name Aircraft regarding
elimination of their HR issues is to involve an effective faculty for the employees. This
particular faculty will be ensuring that all the employees are being equally treated and thus
the issues would be resolved without much complexity (Brewster, Chung & Sparrow, 2016).
The most significant strategic initiatives that include the management of the talent, industrial
or labour relations, succession planning, mergers and acquisitions, inclusion and diversity are
being undertaken after successful involvement of this particular human resource management
faculty in No Name Aircraft.
3. Conclusion
Therefore, from the discussion above, it can be said that the entire purpose of human
resources is ensuring the company to successfully achieve success through people or
individuals. The role of employee benefits mainly involves development of compensation
structure, family leave program, discount or any other benefit, which the employees might
obtain. They even focus on lessening of employee turnover and also on retaining based on the
knowledge and the talent workforce. The report has clearly provided a detailed description on
case study for No Name Aircraft. Several issues related to human resource management are

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being resolved by the involvement of human resource management with relevant and suitable
recommendation.

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Bratton, J., & Gold, J. (2017). Human resource management: theory and practice. Palgrave.
Brewster, C., Chung, C., & Sparrow, P. (2016). Globalizing human resource management.
Routledge.
Budhwar, P. & Debrah, Y.A., (2009). Future research on human resource management
systems in Asia. Asia Pacific Journal of Management, 26(2), p.197.
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countries. Routledge.
Cascio, W. F. (2015). Managing human resources. McGraw-Hill.
Cascio, W.F. & Boudreau, J.W., (2016). The search for global competence: From
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114.
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Management, Binder Ready Version. John Wiley & Sons.
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Furusawa, M. & Brewster, C., (2016). IHRM and expatriation in J apanese MNCs: HRM
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Human Resources, 54(4), pp.396-420.

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Haak-Saheem, W., Festing, M. & Darwish, T.K., (2017). International human resource
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