Diversity Management in Airlines

This assignment delves into the complexities of diversity management within the airline industry. It examines various human resource (HR) practices employed by airlines to foster inclusivity and address workforce diversity. Students are expected to analyze the effectiveness of these practices, considering their impact on organizational culture, employee satisfaction, and overall performance.

Running head: HR-MANAGEMENT
HR-Management- International Economy
Name of the student
Name of the university
Author note

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Executive summary:
The aim of the report was to analyze the underlying operations issues of the mentioned Aircraft
organization based on the literature provided. A web survey relevant to the objective was
performed. The results indicate the various issues oriented around the different departments of
the aircraft, wherein the diversity management is focused and elaborated. This report concludes
that diversity is beneficial for organizational sustainability and hence, it is recommended to
follow the implementation plan as structured in the report.

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Table of Contents
INTRODUCTION:..........................................................................................................................3
DISCUSSION:.................................................................................................................................4
Underlying Issues in the Organizational Management:...................................................................4
Major Issue:.................................................................................................................................6
HRM Methodologies to Deal with the Issue:..................................................................................8
Recommendations and Implementation Plan:...............................................................................10
CONCLUSION:............................................................................................................................13
REFERENCES:.............................................................................................................................15

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INTRODUCTION:
Human resource management (HRM) is referred to the formal methodologies adapted in
a system as devices to support the management members in an organization surrounding three
prime responsibility area being employee benefits, designing jobs and staffing responsibility.
The HRM plays a crucial role in managing workers and the organization culture and
environment alongside the witnessed issues (Hampson, Junor & Gregson, 2012). This report
primarily focuses on the identification of the underlying issues in the aircraft organization
management as in introduced in the provided case study. From the view of an International HRM
consultant, the potential management issues regarding culture, diversity, training and
development, and international performance from the employees are analyzed to provide an
insight about the same (Alcázar et al., 2013). Among the witnessed issues relative to variant
segments, majorly one segment is chosen and an elaborated briefing is discussed in the report in
relevance to the same. The scope of the report stretches to the point of vivid description on the
methodologies that should be adapted by the HRM to resolve the issues and simultaneously,
ensure the maintenance of the solutions provided to avoid any similar repetitions in the
organization. The report presents a planned strategy to introduce as a set of recommendations
that should be followed to achieve the objectives. Following the analysis and identification of the
issues, the HRM strategies are introduced and finally the implementation plan is set to utilize the
set of recommendations for the elimination of the detected flaws or shortcomings practiced
consistently in the organization (Harvey, Williams & Probert, 2013).
In regards to discussion about the aircraft organization issues, the very organization is
provided an introductory name in this report that is as ‘Streamlined-Drive’ (SD) Aircraft, and is

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continued in the discussion with the identical descriptive name as is suggested in this section of
the report.
DISCUSSION:
As an Internal HRM consultant, investigating the case study provided relative to SD-
Aircraft it is important to revise the details about the organization, which from the information
would be apt to state that Adam O’Meara, the CEO of the organization is critically concerned
about the sustainability and the profitability of the organization. The only solution in his sight,
was the maximization of the shareholders’ return otherwise, the sustainability is at risk.
Underlying Issues in the Organizational Management:
Major role human resource management is to find out the issues inside an organization
due to several organizational change and employee relations. In the case of SD-AIRCRAFT,
from the viewpoint of human resource manager different issues can be found out which
associated cultural issues, training are and development issues, international performance
management and diversity management issues (Hampson, Junor & Gregson, 2012).
Primarily is can be seen that a fundamental issue is the gap of communication among the
employees as well as different working teams. Manufacturing of different parts are specifically
delayed and the quality of different mechanical parts are significantly low due to communication
and integrity gap between different working teams. The stakeholders of the company further
escalate the issue as they refused to pay if the quality is not improved. Members of one team are
accusing the members of other for not doing their work properly and the action of line manager
in these cases is not appropriate.

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Performance management issues are also severe for SD-AIRCRAFT. No clear measures are
present for the subsidiaries of the organization (Harvey, Williams & Probert, 2013). The HR of
Australian division only does international performance assessments, but for the subsidiaries in
Singapore and Vietnam the number of performance reviews are almost zero. Economic factors
based on the business targets and the management team of the headquarters constantly ignores
industry relations. Many decisions taken by the headquarters for the subsidiaries do not match
the circumstances of there and implementation of those decision affect the working condition the
subsidiaries (Harvey, Williams & Probert, 2013).
Training and development is the core area of human resource management and numerous issues
have been discovered for SD-AIRCRAFT regarding this factor. There is no platform for
employee feedback. Expatriate training are not as effective as the expectation of the
management. The reason behind this is company HR assumes that the requirement of each
employee will be same regarding the online resources and the training of those employees have
been limited to 12 hours which is not sufficient at all (Ashikali, & Groeneveld, 2015). Again the
employees are not getting sufficient training after moving to a subsidiary and because of that
they are facing problems to adapt the new conditions and integrate themselves with the work at
new place. Workforce planning are not systematic at the subsidiaries of SD-AIRCRAFT as well
as the headquarters. Career development plans for the employees are not successfully
implemented due to absence of proper and effective management development programs. It has
been noted that senior management has a significant fear of the promotion demands of the junior
employees and as a result they do not prepare the juniors to play their roles perfectly.
Focusing on diversity management, several major issues can be found here. Respect in an
organization is the key feature of diversity management as the structure of an organization

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consists of diverse people.Therefore, workforce of the company depends on the inter-relationship
between the employees at different levels. In SD-AIRCRAFT, a huge relationship dispute is
present between the senior staffs and junior staffs as the senior staffs do not work well with new
entrants. At the subsidiary in China, managers refuse to hire people with physical disabilities.
This has showed the discriminative mentality of the managers and seriously affecting the
reputation of the organization. HR department of the organization does not possess a clear set of
activities that will help the employees to understand each other as well as to understand their role
in the workforce of the organization. HR department does not give importance to the employee
relations (Ashikali, & Groeneveld, 2015). This problem is more severe at the subsidiaries than at
the headquarters. Organizational discrimination is the huge problem that is developed by the lack
of communication and dispute in employee relations. This internal problem is the fundamental
factor for low productivity of the organization and its loss of reputation.
Major Issue:
Limitations in Diversity Management:
A part of human resource management is diversity management. This management
incorporates various strategies and proper activities to create a diverse workplace and maintain
its sustainability. Any business is comprised of diverse factors. The workforce of an organization
consists diverse employees and managers. It is fundamental to recognize and value the
differences of the individuals. Diversity can be of the terms of gender, race, ethnicity, physical
abilities, socioeconomic status, ideologies and other factors (Bratton & Gold, 2012). A business
organization always remains full of these factors. Therefore, it is necessary to manage all these
factors in such a way that it helps the organization to progress, not to deteriorate. The

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management of the diverse factors can only be done managing the employees in the organization
in a proper way.
SD-AIRCRAFT is business organization affected by several problems related to diversity
management. The major problem is related to respect and communication between the
employees belonging to different levels of the company. Respect between the staffs working at
different levels and communication maintain a stable employee relation inside the organization.
Productivity of an organization depends on the stable conditions of employee relation as the
whole productivity is the set of tasks achieved by different teams of employees working at
different levels (Bratton & Gold, 2012). Any kind of dispute among the staffs affects the co-
ordination of work and the quality of the works degrades. SD-AIRCRAFT is facing serious
quality issues due to this diversity dispute among their staffs and stakeholders of the organization
are furious due o this. Senior staffs are too much intolerant to work with the new entrants
(Bratton & Gold, 2012). There ca be many issues behind this reluctance such as fear of losing
position, excessive pride and issues relating diversity. Senior staffs only a little eager to work
with the juniors having similarities with them. Understanding between the senior and junior
staffs is the key to properly finish a task and achieve a goal. A new employee cannot be able to
understand a task without proper guidance of senior and experienced employee and a senior
employee cannot get a job done without the required strength of junior employee. Therefore the
understanding has to be there; else, the task will remain incomplete whatsoever (Ashikali, &
Groeneveld, 2015). This will affect other tasks as well because SD-AIRCRAFT deals in a
business where the tasks of employees are inter-related and production of the company depends
on the combined work.

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Another important issue that has been noticed at the subsidiary in China, that the
managers are reluctant to hire any deserving employee due to their disabilities. This philosophy
of the managers is very unethical. Any deserving person, who can do the job perfectly using his
or her full potential, should not be denied just because of his or her some other disabilities
Hodge, Lieberman & Murata, 2017). They should be given a proper chance to show their
potential and ability to perform the task and fulfill the objectives (Gunasinghe, 2014). This
mentality of the managers of SD-AIRCRAFT will easily lose the market goodwill of the
organization and will boldly display the discriminative diversity management issues.
Managing diverse employees of an organization is the duty of the HR department. It is
necessary for the HR to give enough importance to handle the diversities present in the
organization and deduce proper policies to manage them. Issues in SD-AIRCRAFT are so severe
that is continuously affecting the quality of the business and worries of the stakeholders prove it
(Brewster & Mayrhofer, 2012).
HRM Methodologies to Deal with the Issue:
As discussed in the report, several management issues are discussed in details, which
were underlying in the proceeding of the operations in the organization. Among the recorded
issues, as is mentioned in the previous section of the report, the diversity management issues are
primarily set to focus in this report (Madera, 2013). The existing issues are identified and
discussed so far, this segment of the report is constructed to provide the insight on the HRM
methodologies and the appropriate strategies that should be adapted to deal with detected
shortcomings relative to the same. Attentive and strategic measures that should be introduced

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with objective of minimization of flaws are brought to notice in the following sub sections
(Bernardo, 2013).
As in this case, the modern trend of the organization is teamwork to sustain the growth of
any organization; this subjects the organization to comprise employees of variant ethnicities,
ancestry, gender, physical abilities, race, sexual orientations, education, geographical location
and likewise (Quinlan, Hampson, & Gregson, 2013). The theme of excellence through diversity
is a prime goal, yet this term raises issues and confusions (Berman et al., 2012). The
management should focus on the ways these mentioned dimensions might affect success,
motivation, performances and communication in an organizational team and alongside, provide
mitigations relative to the challenges and limitations for the removal of the underlying defects
(Gunasinghe, 2014).
Guiding Principles: To manage diversity in workplace it is important to recognize the
objectives and relative importance of diversity through few principles, as is provided here
(Bratton & Gold, 2012). Firstly, with an accurate management dealing with diversity in
organization, introduces a distinct advantage in the dynamic society wherein, flexibility and
creativity are the prime factors towards success, as an organization needs to be flexible to
interact with potential customers (Brewster & Mayrhofer, 2012). Secondly, heterogeneity helps
in the promotion of the creativity as it is recorded this provides improvised solutions and
standardized level of analysis. This can be of tremendous advantage during the self-examination
for an organization to discover operational techniques (Kulik, 2014). Thirdly, with an efficient
management towards diversity, the organization can prove to be a public institution reflecting
diversity and simultaneously, can provide an upgraded service level to the diverse customers.

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Apt Management Procedures: The HRM possesses a major role in the transformation
of organizational culture to reflect the values of diversity in a workplace. The key potentials
required for a consultant from the HRM would be, firstly, the individual should be capable of
understanding and accepting the concepts of diversity. Secondly, he/she must realize the fact that
diversity is connected through every segment of management (Ng & Sears, 2012). Thirdly,
he/she should have the willingness and capability to challenge and transform the shortcomings or
the limitations the institution is experiencing, which in turn is creating barriers for the
development.
Managing diversity in a workplace reflects the organizational acknowledgement towards
differences existing among the people and providing prevention against discrimination (Janssens
& Zanoni, 2014). An enhanced management system promotes unity and inclusiveness among the
employees.
Strategies to Manage Diversity: Firstly, the HRM level should demonstrate in a proper
way about the ability, concerning the efforts in a diverse workplace, effectively. Secondly, a
diverse applicant pool can be constructed to recruit underutilized set from the society (Nkomo &
Hoobler, 2014). Thirdly, while staffing along with the job requirements it is essential to note
various competencies that could analytical, organizational and coordination. Fourthly, a panel
interview set-up might help in ensuring a diverse committee alongside unit affiliation and job
experiences. Fifthly, accommodations should be proper for the disabled candidates (Martín
Alcázar et al., 2013). The individual appointed in the management finally, should take a note of
the personal biases, cultural or ethical within the existing system to ensure a preferred
communication set-up and procedures.

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Recommendations and Implementation Plan:
The diverse workforce in the organization must revise the operations within the system
following the suggestive recommendations set to enhance the diversity and quality within the
organization (Sabharwal, 2014). With the help of a HRM design projecting an implementation
plan as the major challenge in the transformation relative to any organization is the
implementation phase and the relevant procedures that might introduce a positive change in the
workplace environment (Podsiadlowski et al., 2013). This section of the report presents a list of
recommendations and simultaneously, an implementation plan connected to the same with the
objective to eliminate the development-barriers in the SD-Aircraft.
Set of Recommendations: Firstly, the senior management should adapt a leadership style that
would provide a coordinated and systematic effort paradigm for the improvisation of diverse
climate in a workplace. Secondly, the management should ensure an appropriate welcoming
session for the new employees into the various aircraft units (Olsen & Martins, 2012). Thirdly,
the colleagues should be respectful towards one another and cooperative simultaneously. The
management should perform a regular analysis wherein, the employees should have the
accountability of their responsibility (Barak, 2016). Fourthly, the directors, managers and the
supervisors with the responsibility to direct others’ work must ensure the units have a positive
environment. Next, expansion and promotion relative to of the organization resources, providing
trainings relevant to diversity and equality is essentially important to support the employees
adapt to the recommended organizational climate above (Hodge, Lieberman & Murata, 2017).
Finally, the funding schemes and the personnel should be expanded to support the suggestive
measures.
Implementation Plan:

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An implementation plan based on the recommendation set pre-described in the section is
in the concern to establish standardized practices during the initial implementation duration to
the major operations, maintenance and supervising phase as is tabulated below:
Essential Components Departmental Actions Diversity Sectors & Support
Integration in Business ventures  Apply the improvised
plans on diversity and
identify the
advantages of the
same
 Determine possible
ways for
implementing diverse
climates (Gunasinghe,
2014)
 Integrate with
corporate business
planning units to
understand better
 Mentor the teams
about the diverse
environmental
benefits
Evaluation of Performance  Monitor over the
agendas set in the
meetings supporting
diversity
 Report the
departmental success
and challenges
relative to the same
(Gunasinghe, 2014).
 Discuss the census
reports with teams
 Collaborate the
information in
corporate summary

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Trusted Resources  Determine the major
requirements to
achieve the objectives,
alongside, evaluate
the necessary
financial and human
resources
 Provide the required
time for the team
members to
collaborate
 Integrate with the
departmental teams to
achieve unity
 Support the existing
training along with the
introduction of new
values
Shared & Individual
Accountability
 Managers and
Supervisors monitor
personalized plans in
integration of
diversity and
inclusiveness
 Create a
communication
methodology to
promote awareness in
departments about
roles and
 Provide relevant
competencies
 Construct and
implement support
sectors and
communication plans
(Barak, 2016)

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responsibilities
Training Sessions  Provide motivation
and time to the
candidates interested
in improving
knowledge
 Construct framework
for prevailing
integration into the
already existing
training sessions
 Avail an entire
training session in
accordance with
departmental view
 Integrate with HR- to
collaborate practices
into training sessions
Table 1: Implementation Plan
CONCLUSION:
On analysis of the discovered facts in the reports, it can be concluded that the SD-Aircraft
has few underlying operational issues in the cultural, international performance, training and the
diverse management, as id vividly described in the previous segments of the report. Among the
major issues, diverse management was a matter of focus in this report. It serves important
features in relevance to the development and growth of the organization in order to achieve
success through team collaborations (Ng & Sears, 2012). The recommendation set in the report
provides valid suggestive measures based on literature reviews and research relative to
organizational unity and growth. The recommendations should be adapted by following the
implementation plan with of course three prime requirements- resources, capacity and time for

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the implementation methodology wherein, resources include people and finance while the
capacity criteria includes potentials and competencies.

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REFERENCES:
Ashikali, T., & Groeneveld, S. (2015). Diversity management in public organizations and its
effect on employees’ affective commitment: The role of transformational leadership and
the inclusiveness of the organizational culture. Review of Public Personnel
Administration, 35(2), 146-168.
Barak, M. E. M. (2016). Managing diversity: Toward a globally inclusive workplace. Sage
Publications.
Berman, E. M., Bowman, J. S., West, J. P., & Van Wart, M. R. (2012). Human resource
management in public service: Paradoxes, processes, and problems. Sage.
Bernardo, J. T. (2013, May). A methodology for hard/soft information fusion in the condition
monitoring of aircraft. In SPIE Defense, Security, and Sensing (pp. 875607-875607).
International Society for Optics and Photonics.
Bratton, J., & Gold, J. (2012). Human resource management: theory and practice. Palgrave
Macmillan.