The value of internal and external customers

RUNNING HEAD: REFLECTIVE ANALYSIS 0
Strategic Human Resource Management
Student’s Details-
4-4-2020

REFLECTIVE ANALYSIS 1
Introduction
Strategic human resource management is the management of the employees and
improving the HR related functions for the purpose of making profits strategically. This also
requires the organization to set the standards for safety of workers and protecting their rights
(Taylor, Doherty, & McGraw, 2015). Moreover, the reflective analysis is based on my learnings
from the topics of the lectures. I have selected the issue “Qantas Restructure and impact on HR
activities” in which the discussion is covered with the introduction of the issue and major themes
covered along with the linkage to the topics covered in lectures.
Major Themes and Issue
Human resource management is an important part of the organization which strive to
improve the overall human practices. Moreover, Qantas Airway has restructured the organization
and believes that this can bring long term success to the company. This has certainly had an
impact on the HR activities of the company. The company has focused on the ongoing
communication emphasizing upon the customer relationships. This has an impact on the
organizational culture of the organization as this changed the interactions and the behavior of the
employees within the workplace. Besides, the company has been making efforts for the training
of ground, cabin and airport operation teams which is the integrated approach for the facilitation
of every facets of training. This has an impact on the training and development of the employees
which is an important HR function which leads to the increase in the efficiency of the employees
(Healey, 2016).
The issue related with such restructuring of Qantas is the changes that the company
brings into the organization through bringing technology for improving the HR efficiencies of
the organization. The company has allowed the line manager and other airport staff to iPads.
This has brought an impact on the HR activities in which the company can make the improved
operations and make significant improvements into the employee’s performance. This has also
facilitated to review customer feedback and ultimately improve the customer service delivery
(Budd & Bhave, 2019). These tools help the employee to stay in touch with the line managers
which impacts the HR activities. The company can effectively manage the employees and
monitoring them on the daily basis which is the crucial aspect of human resource management.

REFLECTIVE ANALYSIS 2
Linking with Discussions
In week 2, I have learnt that strategic human resource management is an important aspect
of the organization which operations of HR activities can lead to the sustainable competitive for
the organization. This requires the organization to determine the value of internal and external
customers and make use of the knowledge, expertise and technology for the regulation of the HR
activities which can be helpful in getting the competitive advantage (Saha, Gregar, & Saha,
2017). Similarly, the issue of restructuring of Qantas is treated as a competitive advantage for the
company as the company has made the strategy through taking care of their employees for
linking with the long-term strategy of the company. Further, from week 3, I have learnt that HR
managers must make the ethical and moral decision making which creates the culture and as well
as supports the organizational success. Moreover, the human resource professionals work on the
ethical perspectives to workout ethical decision making and create value to the organization
(Smith, Rohr, & Panton, 2018). Linking this with the Qantas, it can be noted that the company
has made the collaborative strategy with the employees and taken ethical and moral decisions
through the creation of the inclusive culture which can drive success.
From week 4 lectures, I have learnt the various employment related problems that the
organization might face and the employment regulations that the organization has to work upon.
The organization has to comply with the wage related regulations and employment standards in
order to act within the legal framework and improve the labor relations (Clibborn & Wright,
2018). Similarly, Qantas Airways follows the industrial and employee relations strategically to
get the competitive advantage. This has certainly led to the issue for the HRM practices within
the company.
Implications for the Organization
The concepts of the strategic human resource management can be implied with the
organization’s situation in which the Qantas can make the recruitment of the employees for the
hiring of the competent staff. This can lead to the increased brand reputation of the company
through the hiring of the efficient employees (Bailey, Mankin, Kelliher, & Garavan, 2018). Also,
the HR strategy requires an organization to increase the efficiency of the employees through the
appropriate training and development which can lead to the higher customer satisfaction. This

REFLECTIVE ANALYSIS 3
can help the company to get the long-term success through sustaining competitive advantage.
Besides, the HR strategy also involves the commitment of the employees through increase in the
motivation and also following the ethical guidelines while doing the business. This can be
implied with the activities of Qantas which restructuring the business and is accounted to make
the policies and develop the culture which is ethical as this can ultimately lead to more
satisfaction of the employees. The activities of HRM are responsible for the remuneration of the
employees and the industrial relations which can lead to the collaborations with the business
strategies and the successful delivery of the strategy for getting competitive advantage and
increase the brand value (Rao & Polepeddi, 2019).
Recommendation for Resolving the Issue
I as an HR manager of Qantas would have solved the corporate structuring in a different
way. The company has been facing the issues with the restructuring which has an impact on the
HR activities of the company. The company can resolve the issues through making
improvements in the human resource strategies which can strengthen the brand reputation. For
the effective organizational functioning, the organization should make the appropriate job
analysis and job design which make the restructuring process easier and can be treated as the
organizational strategy for dealing with the market competition and talent crisis (Nykyforenko,
Kravchenko, Zbrytska, Kryvtsova, & Svorobovich, 2019). Further, the organization should make
investments in the training and development as this plays an imperative role in the functioning of
the HRM. The company should make the effective training strategy which can lead to the solving
of the grievances and gain the insights of the appropriate training model which can lead to the
efficiency of the employees. This can foster innovation and leads to more productivity of the
company (Do, Budhwar, & Patel, 2018). Also, there should be right fit between the training
model and communication as this can lead to the efficiency of the company conduct the daily
operations in a right way through making the due alignment with the needs of the employees.
Conclusion
To conclude, it can be said that strategic human resource management is that crucial
aspect of the business which leads the organization to build the competitive position in the
marketplace through the efficient and the competent workforce. This reflective analysis has

REFLECTIVE ANALYSIS 4
discussed my learnings from the lectures in which I have successfully implied the learnings with
the issues faced by Qantas in terms of restructuring of the company. The analysis has also
covered my suggestions as an HR manager to resolve the issues faced by the company.

REFLECTIVE ANALYSIS 5
References
Bailey, C., Mankin, D., Kelliher, C., & Garavan, T. (2018). Strategic human resource
management. Oxford University Press.
Budd , J., & Bhave, D. (2019). The employment relationship: Key elements, alternative frames
of reference, and implications for HRM. SAGE handbook of human resource
management, 41-64.
Clibborn, S., & Wright, C. (2018). Employer theft of temporary migrant workers’ wages in
Australia: Why has the state failed to act? The Economic and Labour Relations Review,
29(2), 207-227.
Do, H., Budhwar, P., & Patel, C. (2018). Relationship between innovation‐led HR policy,
strategy, and firm performance: A serial mediation investigation. Human Resource
Management, 57(5), 1271-1284.
Healey, B. (2016, November 28). How did Qantas improve its human resources management?
Retrieved April 5, 2020, from HRM Online:
https://www.hrmonline.com.au/section/strategic-hr/qantas-improve-human-resources-
management/
Nykyforenko, V., Kravchenko, V., Zbrytska, T., Kryvtsova, M., & Svorobovich, L. (2019).
Motivational monitoring as a component of effective human resource (HR) strategy of
company. Academy of Strategic Management Journal.
Rao, B., & Polepeddi, J. (2019). Neurodiverse workforce: inclusive employment as an HR
strategy. Strategic HR Review.
Saha, N., Gregar, A., & Saha, P. (2017). Organizational agility and HRM strategy: Do they really
enhance firms’ competitiveness? International Journal of Organizational Leadership, 6,
323-334.
Smith, S., Rohr, S., & Panton, R. (2018). Human resource management and ethical challenges:
building a culture for organization success. International Journal of Public Leadership.

REFLECTIVE ANALYSIS 6
Taylor, T., Doherty, A., & McGraw, P. (2015). Managing people in sport organizations: A
strategic human resource management perspective. Routledge.