BUSM3310 - Human Resource Management in Kenneth Airlines
Added on 2020-03-01
14 Pages3880 Words82 Views
Leadership ManagementProfessional DevelopmentLanguages and CulturePolitical Science
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Surname Human Resource Management in Kenneth AirlinesHuman Resource Management in Kenneth AirlinesStudent’s nameCourseUniversityDate1
Surname Human Resource Management in Kenneth AirlinesIntroductionKenneth Airlines understands the challenges companies experience in the Airline industry regarding the human resource management. Previously, many Airlines faced challenges when developing and implementing their strategic business plans as they underestimated the significance of human resources (Kamau and Sanley 2015). The companies rarely considered the role of human resources in executing their business strategies successfully. Indisputably, the commercial airline has proved to be a safety-sensitive, competitive, and high technology service sector. Employees, customers, and peopledefine the airline’s core competence (Tiwari 2013). Without a doubt, the implications seem toaffect the company’s operational activities, culture, strategy, and structure. Kenneth Airlines has acknowledged that many companies function as divisionalized, top-down, and traditional industrial model of governance and operations. This model is inappropriate because the airline industry is a knowledge-based service market. The airlines require the inputs of HRM expertise to enhance the learning-oriented workforce and develop a customer-centric workforce that can adapt to the change imperatives and strategic goals experienced in the industry.The success of Kenneth Airlines depends on how it will address the aspects of diversity management and culture, international performance management, training and development (Geraint 2007). Based on the significance of these human resource managementfactors, the paper provides the rationale depending on the findings of various scholars. At the end of the report, the recommendations that Kenneth Airlines should consider to remain competitive and success in the airline industry are identified.Diversity Management and CultureCultural Challenges2
Surname Human Resource Management in Kenneth AirlinesWorkplace diversity encompasses differences between individuals in a firm. The differences include ethnic group, personality, age, race, genders, organizational function, cognitive style, background, and education (Elsaid 2012). It involves the perception of peoplethus affecting their interactions. For employees to function efficiently, the HR professionals have to handle the emerging issues like change, adaptability, and communication. Most successful airlines have made immediate actions by spending resources on diversity management (Geraint 2007). Since Kenneth Airlines operate in the international market, it has experienced various challenges because it seems difficult to blend employees from other cultural orientations. Patrick (2010) found that when workers from different cultures interact regularly, the possibility of multiculturalism is evident. Kenneth Airlines never considered the significance of helping its employees joining a new country to adjust to the new environment. It is a common practice for the HR professionals to help the new employees to adjust to the new communication patterns, leadership styles, and related practices thus fit in the new country (Elsaid 2012). Like many multinational companies, fusion of culture is critical to enhance productivity.The employees of Kenneth Airlines are experiencing barriers to cultural adaptations. For instance, the issue of parochialism has become evident among the employees (Tiwari 2013). This follows the different social system from their host nations. The new social systemhas a direct impact on an individual’s response. When the company posted a worker to a new country, the worker exhibited a different behaviour based on the citizen or country of origin. It was evident that the posted employee never acknowledged the differences between the cultures as explained by Bamber (2009). The impact of such behaviours is affecting the organization beyond repair. The posted employee assumed the two cultures are similar, yet they have proved distinct.3
Surname Human Resource Management in Kenneth AirlinesIndividualism is another problem that the company is experiencing with its expatriates. Studies have found that some workforce is individualistic as they value their personal welfare and needs (Nickson 2013). Kenneth Airlines has failed to address this is problem. Ethnocentrism is also an issue that is affecting Kenneth Airlines. Most of the airline’s employees find it difficult to adapt to another culture. The company operates in China, India, and Europe. Dowling, Festing and Engle (2013) believe that some employees, especially from Europe value their homeland conditions. They believe that their cultures are superior to their Asian counterparts. Shen, Chanda, D’Netto and Monga (2009) affirmed that the thinking of superior is natural but it undermines the human behaviour thus making it difficult to maximize productivity in the local employees. The international workforces should understand the local conditions by integrating the local and imported social systems (Guest 2011). Kenneth Airlines HRM must take the lead in integrating the employees to make them adaptable to the new cultural environment.Cultural distance and cultural shock are also challenges that have affected the operations of the organization (Patton 2015). The cultural distance has affected many employees, especially from Europe. When these employees are deployed in China or Indian, the cultural distance is significant because of judge conditions and ethnocentrism. Cultural shock is an issue among the Kenneth Airlines employees. As an international airline company, workers suffer cultural shock due to disorientation and insecurity in the new country. Some of the employees lose confidence and face because they can never act effectively. Barry and Nienhueser (2010) found that the company has even seen many of its expatriates resign or feel isolated thus affect their performance. Scholars have identified different reasons for such shock as language, unique current system, different management philosophies, separation from family, alternative food and attitudes (Kumar, Johnson, and Lai4
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