Critical Evaluation of HRM Policies and Strategies of British Airways and Ryanair

CRITICAL EVALUATION OF HRM
POLICIES AND STRATEGIES OF BRITISH
AIRWAYS AND RYANAIR

TABLE OF CONTENTS
CHAPTER 1: INTRODUCTION....................................................................................................1
1.1 Title........................................................................................................................................1
1.2 Background to the organization/context................................................................................1
1.3 Motivation. Why do you want to do it?.................................................................................2
1.4 Aim and objectives................................................................................................................2
1.5 Method. How are you going to do it?....................................................................................3
1.6 Discussion of each chapter....................................................................................................4
REFERENCES................................................................................................................................6

CHAPTER 1: INTRODUCTION
1.1 Title
“Critically evaluate the HRM policies and strategies of British Airways and Ryanair”.
1.2 Background to the organization/context
Human Resource Management (HRM) can be defined as a process in which organization
governs its employees. In other words, it can be determined as a function which is designed to
make the employees work with their full efficiency (Thite, Wilkinson and Shah, 2012). HRM
policies are the types of guidelines which are adopted by different organizations to manage the
employees. If organization identifies any type of issue related to HRM then they make use of
different strategies with the help of which firm resolves these issues. HRM policies include
recruitment, selection, compensation, training, retention, etc.
British Airways is one of the largest international airlines and flies over 170 destinations
which are nearly to 80 countries. On the other hand, Ryanair is a European based Irish airlines
and connects 200 destinations at 31 countries. In this modern world, there are many HRM issues
like acquisitions, mergers and bankruptcies, etc. which enable the organization to make use of
different strategies in solving them (Armstrong and Taylor, 2014). Different companies follow
different types of policies among which these policies are selected according to the challenges
which HR face because of employees or it depends on the situation which are faced by the
management.
In this context, both British Airways and Ryanair follow different types of HRM policies.
Among which Ryanair has adopted policies like performance related pay structure. According to
this policy, employees are paid as per their performance. Further, workers are provided with
incentives for the extra work they do (Roome, Raven and Martineau, 2014). On the other hand,
British Airways monitors their employees which focus on identifying the areas in which they
need improvement. According to their requirements, organization provides them with training so
that they can improve their skills and capability. Further, they have a systematic recruitment
process in which firm have four different rounds in which organization select most capable
candidate.
1