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NRS-451V Singapore Airlines Case Study.

Added on - 20 Sep 2019

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NRS-451V Singapore Airlines Case Study(Student paper)Singapore Airlines was created in 1972 following a separation from Malaysian Airlines.In the wake of reorganization, Singapore Airlines undertook aggressive growth, investing andtrading to maximize profitability and expand market share. Through this change, a new companyphilosophy emerged, “Success or failure is largely dictated by the quality of service it provides”(Wyckoff, 1989). By reinventing the company infrastructure and introducing new initiativesfocused on excellence in customer service, Singapore Airlines became a global leader in theservice industry, elevating existing standards among competitors.Evaluation of Workforce Management ProgramThe strategy widely utilized by Singapore Airlines to ensure differentiation in anincreasingly competitive market was its attention to in-flight service. “Good flight service [was]important in its own right and is a reflection of attention to detail throughout the airline”(Wyckoff, 1989). This statement perpetuated the belief that excellence in service was directlytied to the careful selection and individual performance of in-flight crews charged with theresponsibility of fulfilling the needs of individual passengers and exuding the levels of servicedemanded by the organization. Applicants destined to work as flight stewards were drawn from avery young population, typically spanning the ages of 18-25 years of age with high schoolequivalency against the English system of education. Selection of applications was competitivelargely due to the degree of skill, poise, and experience required of its candidates. These policiesled to the on-boarding of a highly skilled and youthful workforce with positive attitudes and awillingness to be trained. Critique of this approach revealed several disadvantages. The most
significant being the potential for greater turnover when hiring a younger population as opposedto an older, more experienced crew. Experience alone would play some role in the developmentof new employees, as greater experience would bring greater poise and confidence. However, inlight of the predominant population Singapore Airlines catered to, a younger in-flight crewwould remedy the awkwardness likely to be encountered by older clients being served by oldercrew members. In addition, a younger crew would likely be more accepting of new proceduresand less cynical of the requirements of employment.In light of the young demographic most desired in this role, recruitment, training and“conversion” processes were both stringent and comprehensive. All aspects of in-flight service,including training related to terminology, amenities and food preparation were provided in greatdetail, as were training for emergency preparedness and response to every potential scenarioencountered in the air and on the ground. Formalized on-boarding, training and continueddevelopment were the hallmarks of the comprehensive workforce program. Even well into acrew member’s employment, on-going training and cyclical evaluation provided a mechanismfor employees to be aware of individual performance and gain exposure to methods ofcontinuous improvement. With an on-going plan of evaluation, communication, anddevelopment, the workforce was well-positioned for high levels of performance and qualityimprovements.Though it would seem that Singapore Airlines’ work management program suited theorganization well, it greatly narrowed the pool of applicants and kept many, well-qualified andexperienced candidates from positions that would create diversity among the largelyhomogeneous workforce and place the organization in a better position to serve populations
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