Restructuring Human Resource Management at Qantas Airways

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Human Resource Management
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Introduction
Organizational restructuring helps in improving efficiency, keeping up to date with
technology as well as implementing strategic and governance changes that are mandated or made
by the organization’s owners. There are several reasons as to why organizational restructuring is
done. Such reasons include to change the business’s nature, introduce new working methods,
new technology, buyouts, as well as enhancing competitiveness. This essay focuses on Qantas
airline, to offer advise how the company can restructure its Human Resource to enhance
competitiveness.
Task 1
Qantas Airways is considered to be Australia’s largest airline. The company’s Human
Resource operates under four primary areas which include the business segments, learning,
shared services, corporate, as well as the development level. Under the corporate level, the
Human Resource Management is concerned with the staffs’ remuneration and benefits, the
airline’s industrial relations with its rivals as well as management’s development (Careau, et al,
2014, pp.42). Also, at the business level, the Human Resource teams mostly are in collaboration
with other organization’s segments to make sure that there is effectiveness in delivering
strategies that will necessitate competitive advantage. It is observed that the Human Resource
play a crucial role in the organization. Under the shared services, the Human Resource is tasked
with the duty to manage employees’ records, support remuneration, as well as the recruitment
process, management of the workers’ compensation (Firestone, 2014, pp.102). Additionally, in
this level, the Human Resource is entitled to develop strategic schedules regarding the
employees’ traveling schemes as well as the schedules. Lastly, under the learning and the
development levels, the Human Resource Management is responsible for coming up with the
staffs’ training programs to assist them in delivering their work efficiently.
Task 2
The Qantas Human Resource Management’ cornerstone is job design and analysis. For
efficient functioning of any organization, job analysis is considered to be the primary hub of the
activities performed by the Human Resource Management. In the process of job analysis, the
Human Resource Management is tasked with the duty of planning, recruitment, selection,

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placement, as well as inducing the employees (Garavan and Carbery, 2012, pp.151) Some of the
procedures that are anchored by job analysis consist of the selection of personnel, training, task
evaluation, and performance appraisal. Additionally, Qantas organizational strategy is as well
supported job analysis’ process particularly when it comes to dealing with talent crisis as well as
competition. As per the Human Resource Theory, Strategic Human Resource Management aims
at linking all Human Resource functions with a company’s goals.
Qantas Human Resource Management in its process of job analysis focuses on the
different employees’ training requirements. Nonetheless, in the job analysis process, the Human
Resource Management is concerned with determining factors that have an influence on the
company’s behavior. After completing the job analysis process, job design is the next step that
follows in the company (Gumus, Bellibas, Esen and Gumus, 2018, pp.33). The aim is to outline
and organize duties, task, as well as responsibilities in one single unit to attain specific
objectives. Job design is important at Qantas because it facilitates effective feedback.
The company has had numerous issues as a result of its Human Resource Management.
The company has undergone a managerial change which has a result of lowering costs such as
labor costs by the HRM with the intention of enhancing productivity. Nonetheless, there has
been biasness at Qantas which has resulted to complain and strikes from the staff demanding
increase in salaries (Kehoe and Wright, 2013, pp.373). The staff’s unresolved problems have
resulted in scandals in the company. It is clear that in the processes of job analysis and design,
the company’s Human Resource Management has resulted in selecting the wrong candidates.
This is evident from the company’s pilots who are incapable of monitoring their location thus
ending up in the wrong way. Additionally, as a result of specious commands, the company was
involved in an in-flight accident that led to the death of customers. These incidences demonstrate
that the company’s Human Resource Management is inefficient and has resulted in more losses
within the company (Mules and HSIE, 2013, pp.8). The company’s Human Resource
Management can be improved by revisiting the company’ recruitment and selection process to
ensure that only the competent employees are selected. Additionally, the organization should its
strategy and restructure its Human Resource such that it focuses more on the employees.
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