Key Elements of Human Resource Strategy of Qantas

Running head: HUMAN RESOURCE MANAGEMENT
Human resource management
Name of the student
Name of the university
Author note

1HUMAN RESOURCE MANAGEMENT
Introduction
Effective management of the human resources is a major factor in determining the
competitive advantages for the contemporary business organizations. This is due to the reason
that the more effective will be the management of the human resources, the more will the
productivity and performance in the workplace along with reduction in the probability of
emergence of employee related issues. In addition, it is also important for the businesses to align
their human resource management approaches with that of their business strategy. Qantas is one
of the leading organizations that are effectively aligning between their business strategy and
human resource management approach (Klettner, Clarke and Boersma, 2014). It is identified that
Qantas is following growth strategy as their business level strategy in order to increase their
presence across the world. Thus, in regards to their worldwide operation, the human resource
management process should also be more diverse in matching up with the different approaches
of diverse workforce across the world. In this case, it is important to review the different aspects
of the human resource management of Qantas.
This essay will discuss about the key elements of human resource strategy of Qantas
including the measurement of the performance, reward and recognition and organizational
culture. Different aspects of these topics will be analyzed in this essay.
Measures of performance
It is identified that measuring the performance of the employees and other internal
stakeholders in Qantas is being done by 360 degree feedback management system. This is one of
the most effective systems of gathering the performance data of the internal stakeholders. 360
degree performance management system involves gathering of data from all the internal
stakeholders ranging from the lower level employees to the managers and supervisors (Samson
2017). This is helping in having the holistic data sets of a particular employee gathered from
different perspectives. In this system, the chance of partiality and biasness is low and
performance appraisal is done accurately (O’Boyle and Hassan 2013). On the basis of the
information gathered from the 360 degree performance management system, rating is given
based on the performance. This rating denotes the performance level of the internal stakeholders.
However, in this case, it should also be noted that the entire process of the performance

2HUMAN RESOURCE MANAGEMENT
management system is done on online medium and performance management software. Thus,
fairness and transparency is maintained. The process involving the feedback generation analysis
and rating is being done on automated system, which is also reducing the probability of biasness.
On the other hand, Qantas is facing difficulty in implementing this strategy of
performance management system in their worldwide operation. This is due to the reason that 360
degree feedback management system is applicable and suitable within a single workplace. This is
because feedback can only be generated from the stakeholders who are affected by the job of
certain employees. In the case of worldwide operation of Qantas, it is difficult to implement the
same approach in each facility (Bracken and Church 2013). Cultural factors are also creating
barriers for them because 360 feedback systems might not be accepted in culture as providing
opinion about others is not acceptable in certain societies. Thus, global operation coupled with
the growth strategy of Qantas is creating issues in implementing the universal approach of the
performance management system across their operations. Hence, it is important for them to have
different feedback generation and rating systems based on the different cultural factors but the
performance standards should be the same (Espinilla et al. 2013). This will ensure that
standardized process and approach should be maintained in terms of the performance standards
and employees across their global operations should be appraised in same manner.
Rewards and recognition
There are different strategies and approaches being used by Qantas in regard to employee
motivation, which includes rewards recognition and job enrichment. It is identified that financial
rewards are the most the most common types of approaches being used by Qantas in managing
the staff motivation (Samson 2017). However, this reward is being given on individual basis and
based on individual performance. In the case of team management, collective team performance
is recognized by offering different benefits and acknowledging their efforts. Offering the
financial rewards is acting as the motivators as per the Herzberg’s two factors theory (Fisher
2015). Thus, employees are getting further motivated to perform better in achieving the higher
financial benefits. Job enrichment strategies include flexible job timings, job division and wok
life balance. This is also enhancing the performance and effectiveness of the employees in
working with Qantas and maximizing their performance. Moreover, there are certain employees
who can be motivated by non-financial benefits such as work life balance over the financial