Flyways Aircraft Company: Human Resource Management

Flyways Aircraft Company
HUMAN RESOURCE
MANAGEMENT – 940392
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Flyways Aircraft Company
Flyways Aircraft Company has been operating in multiple countries and builds and supplies
aircrafts to more than 50 countries. The company has its subsidiaries in China, Singapore,
Vietnam and Australia. Adam O’Meara, CEO of Flyways Aircraft Company, has become
increasingly aware about the problems that the company is facing, which also might make a
company turnover quite imminent. Adam O’Meara is planning to maximize shareholders’
return on investment and achieve a higher share price for the company in order to secure his
job as his job is already on the line.
There are a number of functional areas where the company has been experiencing
inefficiencies, which is making the situation even worse for the company. The first issue that
Flyways Aircraft Company is experiencing is related with its organizational culture. The
culture of the organization is not very positive and is not motivating the employees to
perform better. The second issue being faced by the company is the inability of the managers
to manage a diverse workforce. The employees are facing a problem while working with
people belonging to different age group, cast, nation, etc., which makes it difficult to promote
team work in the organization and develop synergies. The third issue being faced by the
company is related with its ability to manage the performance levels of its employees on an
international level. The final issue being faced by the company is related with training and
development of its employees.
The basic objective of this approach is to review the case of Flyways Aircraft Company from
a human resource management perspective and consult some human resource managerial
theories from the field of diversity management, training and development, organizational
culture and international performance management. To gain a better understanding of the on-
going problems at the subsidiaries of Flyways Aircraft Company, the report will also consult
some famous academic journals, such as The International Journal of Human Resource
Management, Human Resource Management, Human Resource Management Review,
Journal of Management, etc. By the end of the report, the reader will definitely have a greater
knowledge about the concepts in international human resource management, issues pertaining
to international human resource management and how they can be dealt with to ensure
success for a multinational organization, such as Flyways Aircraft Company.
An organization’s culture is defined as the set of beliefs, assumptions, values, ethics and
morals that govern the social and psychological environment in the workplace. In simple
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Flyways Aircraft Company
words, it is a definition as the way in which things are done in a workplace (Willcoxson &
Millett, 2000).
The most widely used theories in the context of organizational culture is the one that was
given by Edgar Schein in 1988. In his theory, Schein defined three levels on which the
culture of an organization exists. The first level according to the theory is artifacts. Artifacts
are difficult to measure but can be observed, felt and heard by an employee when he or she
enters a new workplace (Schein, 2010). The second level under this theory is values, which
deals with goals, morals, standards, ideals, etc. Values of an organization are generally
measured through survey questionnaires. The third level under this theory is underlying
assumptions. This level of organization culture deals with the phenomena which is not
recognized in the organization or is difficult to be explained (Hogan & Coote, 2014). Schein
formulated this theory on the basis that an organization cannot develop a culture in a single
day. An organization’s culture is developed over a period of time as the workforce
experience changes in their internal and external environment.
Utilizing this theory to analyze the case of Flyways Aircraft Company, we can clearly
observe that the organizational culture of the company lacks proper values and the underlying
assumptions of the culture have become increasingly negative because of the lack of interest
of the senior level management. Over a period of time, the staff has become highly resistant
to change programs and lack of values has increased their tolerance towards quality related
issues. The staff has developed a cultural value where they feel that near enough is good
enough, which kills their motivation to perform better for the achievement of organizational
as well as individual goals. Furthermore, the lack of values amongst the employees also
hinders their ability to work within and across teams, which is having an overall impact on
the quality of the products and organizational performance. The organization needs to look
into its corporate culture using different theories and models and work on all of the levels
because the culture in the workplace has become inappropriate at artifactual, value as well as
underlying assumption level.
Diversity management is a concept that allows business organizations to include employees
from varied backgrounds in their workforce. It enables business organizations to recruit
employees from different parts of the world and make good use of diverse skills and
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