Workforce Planning Based on Demand: A Case Study of ABC Airline's Ground Staff Scheduling

This research presents a detailed analysis of workforce planning based on the demand of services in the airline industry. The aim of the research is to develop an analysis for the future researcher insisting on the need of demand-based workforce planning in airline’s ground operation.

Running head: BUSINESS RESEARCH FOR DISSERTATION
Business Research for Dissertation
Name of the Student
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Author Note

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Table of Content
CHAPTER 1: INTRODUCTION..............................................................................................4
1.1 Introduction..........................................................................................................................4
1.2 Background to the research..................................................................................................5
1.3 Research Gap.......................................................................................................................7
1.4 Introduction to ABC Company............................................................................................7
1.5Research Problem..................................................................................................................8
1.6Research Aim........................................................................................................................9
1.7Research Objectives..............................................................................................................9
1.8 Significance of the study......................................................................................................9
1.9 Organization/ Structure of the study..................................................................................10
1.10 Summary..........................................................................................................................10
CHAPTER 2: LITERATURE REVIEW -...............................................................................11
2.1 Introduction........................................................................................................................11
2.2 Factors to be considered in developing a workforce planning...........................................12
2.3 Dependent Variable- demand-based workforce planning..................................................14
2.4 Demand based workforce scheduling................................................................................15
2.5 Demand Modelling:...........................................................................................................17
2.6 Demand with flexibility.....................................................................................................19
2.7 Demand Planning...............................................................................................................20
2.8 Mobile workforce scheduling:...........................................................................................22
2.9 Agility in workforce planning management......................................................................22
2.10 Workforce Scheduling and Rostering..............................................................................24
2.11 Optimized staff scheduling..............................................................................................25
2.12 Flexible staff scheduling..................................................................................................26

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2.13 Real time optimization.....................................................................................................27
CHAPTER 3: RESEARCH METHODOLOGY.....................................................................28
3.1 Introduction........................................................................................................................28
3.2 Stating the research problems:...........................................................................................28
3.3 Research philosophy..........................................................................................................29
3.4 Research Approach............................................................................................................30
3.5 Data collection methods.....................................................................................................31
3.6 Data analysis techniques:...................................................................................................33
3.7 Reliability and Validity......................................................................................................33
3.8 Limitation...........................................................................................................................34
3.9 Ethical Consideration.........................................................................................................34
3.10 Gantt Chart.......................................................................................................................35
CHAPTER 4: FINDING AND ANALYSIS............................................................................36
4.1 Introduction........................................................................................................................36
4.2 Research Analysis..............................................................................................................36
4.2.1 Quantitative Analysis- Questionnaire.............................................................................36
4.2.2 Qualitative Analysis- Interview......................................................................................43
4.3 Secondary Analysis............................................................................................................49
CHAPTER 5: CONCLUSION AND RECOMMENDATION................................................59
References................................................................................................................................63

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Topic: Workforce planning based on the demand- A case study of ABC airline’s ground
staff scheduling
CHAPTER 1: INTRODUCTION
1.1 Introduction
This research presents a detailed analysis of workforce planning based on the demand
of services in the airline industry. As the market has been dynamic, customer expectation
about the services are increasing gradually. Consequently, the organizations in the sector now
tend to emphasize on the customer service. However, the labour cost of airline is an another
concern of the airline organizations, which is probably lingering in the mind of marketers and
creating the urge for developing a suitable workplace planning that enhances the customer
services and control labour cost. As put forward by Abdullah and Takahashi (2016), it is
certain that to enhance the customer service, the organizations must shape its workforce
because if employees are not skilled and potent, a negative reflection of service may appear
in the external environment, especially in the customer service. Moreover, if workforce
demands are not met properly, service industry like airline continue to face customer
complaints and records of switching to other brands.
Hence, Chen and Chen (2014) has mentioned that workplace planning is indeed a part
of strategic HR management and its rather an integral part of people management, which
creates the context for other activities related to development and deployment of
organizational members. When it comes to meeting customer requirement and maintaining
cost saving practice as the priority, scholars have presented different views. For example,
Easton (2014) mentioned that optimized staff schedule could provide adequate benefits but
require appropriate implemented decisions support system if customer’s demands have to be
fulfilled whole meeting requirements as flexible workplace agreements. Therefore, the

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purpose of the repot is develop a proper workplace planning which deals with two significant
concerns –maintaining labour cost and enhancement of customer services.
Workforce Planning:
As put forward by Jackson, Schuler and Jiang (2014), workforce planning is known as
the strategy which is used by employers or the business to anticipate labour needs as well as
deploy workers with advanced human resources technology. In this context, Beliën, Cardoen
and Demeulemeester (2012) commented that human resource remains as the core of any
business’s workforce is directly involved in running the key operation- such as staff in
handling the ground operation, customer representatives in servicing the customers. Barrera,
Velasco and Amaya (2012) mentioned that efficiently managed workforce eventually adds to
the productivity and then bottom line of organizations. The author of this article has also
mentioned that workforce planning often results in increased productivity and feedback and
support from the staff further results in improved overall reliability and efficiency of
business.
1.2 Background to the research
As put forward by Dantzig (2016), workforce planning remains as the core of HR
process and presents a significant opportunity for HR department to increase the bar and be
involved in developing the strategy for the growth and future of the business. In this context,
De Bruecker, Beliën, Van den Bergh and Demeulemeester (2017) also mentioned that
workforce planning is indeed a systematic process for identifying, acquiring enhancing and
retaining human capital to support the accomplishment off organizational goals. However,
accomplishment of goals are only possible when the business is able to meet the customer
demands. It is certain that global workforce planning in the global airline sector have

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increasingly been considered as the important aspect which prompted scholars to extend their
analysis particularly on the demand based workplace planning.
However, hardly any scholar paid attention to the relation between demand based
workforce planning and labour cost; there should be more emphasis on how workforce can
be managed to enhance performance in a cost effective manner. In addition, the emphasis
required in this context, because it is true that airline industry has been increasingly exposed
to competition and, to remain sustainable in the competition, the organization must focus on
the development of its workforce. This is because if the organization is internally strong, the
challenges in the external environment can be tackled. Nonetheless, what if an organization
has limited financial resource while customer service improvement is the priority. Hence,
Beliën, Cardoon and Demeulemeester (2012) mentioned that the organizations should
implement cost reduction initiatives, which will cut the labour cost in a manner that is
adaptable to company’s current culture.
Several organizations tend to neglect the critical need to form employee commitment
when applying cost reduction, and this is probably one of the reasons why about 10% of
organizations sustain cost reduction after few years. Thereby, the significance of conducting a
research lies in the fact that how originations make a demand-based workforce planning
following the criteria of labour cost reduction and enhancement of customer service while
satisfying requirements of workforce such as flexible workplace agreements, shift equity,
staff preference and part-tie work . When performing the research on this context, the ,major
focus is on the operational areas of the airline organizations such as check in, concierge
Service Boarding Gate Service, Arrival and transfer areas, Pax Control Workforce and other
significant areas.

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1.3 Research Gap
Many studies have been performed to understand and identify how customer service
in the airline sector can be improved by introducing technology, quality control, customer
feedback collection and other relevant methods. However, hardly any research talks about a
workforce planning that helps to enhance the customer service. This is required because if
internal environment of the organization is not intact or not in place, poor performance may
reflect on the organizational productivity and in customer service. Therefore, the organization
needs a demand base workforce planning which satisfy the basic requirement of staff and
manage the labour cost in an appropriate manner.
1.4 Introduction to ABC Company
ABC airline or Air Bridge Cargo is the leading all-cargo carrier in Russia as well as it
operates among the top ten global cargo airlines worldwide. It has been observed that
throughout ABC’s development, organizational airline has gained a strong growth, which
reports around 17% compound average growth rate of the year. Furthermore, it has also
identified that excellent performance of ABC is based on its determination to develop and
enhance a long-term relationship with the consumers around the world as well as the best in-
class service which include air and on the ground.
Mission- The mission of the company is to get to create a place in the global aviation and to
develop as the most envied service in the world.
Vision- The vision of ABC airline is to become the leader in innovation, environment
protection and best airline in the world with a global network of coverage.
Employees: It has been identified that ABC’ global team of experienced air cargo
professionals are currently over 900 people around the world and thee organizations hires
expertise with a global business insight of how to effectively provide value to the customers.

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1.5Research Problem
The detailed background provided above indicates that airline organization is facing
stiff challenges of maintaining a desired customer service while increasing labour cost is
another significant concern of the organization. Even though, the airline organization has a
suitable workforce planning for managing its staff but the issue of limited career growth
opportunities is creating a significant barrier in the development of workforce. There has
been a trend of switching job with the expectation of suitable benefits and opportunities.
Consequently, the experienced individuals hardly continue working when their experience is
not recognized (Barrera, Velasco and Amaya 2012). Due to increasing demands of
customers, services in the airline sector is rapidly extending but it has become challenging for
business to deal with such desired quality of service because the existing staff are not capable
of enough to meet such growing needs. This happens because currently, the employees lack
skills in meeting the extending service needs due to lack training and development needs. In
the same context, Beliën, Cardoen and Demeulemeester (2012) mentioned that employees
often look for a suitable work schedule that helps them in balancing their work life and
personal life.
Hence, the gap is, disorganized workforce planning causing the poor customer service
and high labour cost. Thus, to enhance the customer service and reduce cost of labour, the
airline organization needs a demand based workforce planning where the basic of
requirements organizational members should be satisfied. This demand based workforce
planning must include actions of developing a flexible workplace agreement, shifting
equity, meeting staff needs and developing part-time work contracts.

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1.6Research Aim
The aim of the research is to develop an analysis for the future researcher insisting on the
need of demand-based workforce planning in airline’s ground operation.The following are
some of the key objectives to fulfil the stated aim.
1.7Research Objectives
 To develop a demand based-workforce scheduling analysis
 To describe the benefits of cross utilization of resources
 To analyse an effective way of developing workforce planning for airline’s ground
staff
The following are the research questions that would help to traverse the whole concept of the
research.
1. What is the demand-based workforce scheduling?
2. Why it is so important for the airline to implement demand-based workforce
planning?
3. How does an airline cross utilize the resource?
4. What are the suggested techniques to deliver cost effective and cost efficient
workforce planning?
1.8 Significance of the study
This broad piece of research is important and it holds significant value because the
outcome of the research helps to know that instead of investing on technology and other
strategic processes for developing customer service, an internal approach of demand based
workforce planning can help to do the same in a more convenient way. This research helps to
know where an airline organization needs to invest in or what strategy should be applied to
enhance customer service in a cost effective manner.

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1.9 Organization/ Structure of the study
Figure 1: Organization of the study
1.10 Summary
This chapter introduces the topic by emphasizing on the demand-based workforce
planning. The background to the research provided in the chapter helps to observe how
important it is for an organization to develop a demand-based workforce planning to enhance
customer services while managing the labour cost. Few scholarly articles have been
evidenced to identify the gap in the existing researches. The articles only talk about the
importance of people management as the part of human resource management but they do no
place emphasis on the demand-based workforce. This gap creates the urge for performing the
research on the demand based workforce planning. Thereby, taking this fact into account,
suitable research objectives and questions have been formed. On the basis of research
questions formed in this chapter, the next chapter starts with reviewing the variables
mentioned in the objectives. The next chapter is a literature review, which has been
conducted considering 25 peer review articles.
Chapter 1: Introduction
Chapter 2: Literature Review
Chapter 3: Research Methodology
Chapter 4: Findiings and Analysis
Chapter 5: Conclusion and Recommendation

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CHAPTER 2: LITERATURE REVIEW -
2.1 Introduction
This chapter provides a detailed review and critical analysis of the academic literature
that are pertinent to the research questions formed in the previous chapter. Understanding the
importance of workforce planning, many scholars have performed researches on this context
and found that before developing a demand based workforce planning, the organization
usually identifies the areas that requires high priority. However, when it comes to service
such as airline, the organizations pay attention to the operational areas. So, when developing
strategies demand based workforce planning, the organizations must consider the workforce
at the operational areas. Nonetheless, the following review of literature highlights more
significant points with detailed facts. Hence, the review of literature has been conducted by
applying 25 peer-reviewedjournal articles. The major objectives of the chapter is to evaluate
opinions of authors and findings provided in the journal articles. Particularly, this chapter
reviews the existing work of the scholars on the demand based workforce planning in airline
sector.
Theoretical models for workforce planning
As put forward by Chen, Liu and Chou (2013), strategic workforce planning
incorporates a combination of labour management tools and techniques that typically mixes
up strategic, broad as well as long-term planning methods. Hence, the model ties the
workforce planning lifecycle with firm’s strategy as well as financial planning processes,
sustaining the alignment of goals and objectives along with the allocation of resources.
deArmas et al. (2017) particularly mentioned that it may require collaboration among
strategy, finance, HR and operation; thus, providing potential to identify position groups on
long years strategic priorities. It might involve leaders from across the business, facilitating

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attention on the facility, regional and system levels developing mechanism for accountability.
There should be continuous evaluation of the delivery of models, relevant competencies and
the preparation required for employees to function within the delivery of the models. The
action plan should be developed and designed to make sure sufficient number of individuals
whose potential and competencies suited to the work expected of them. Workforce planning
is the forecasting and the strategic process that creates interaction between the management
activities; thereby, the business could undertake its business strategy. Hence, Ezzinbi et al.
(2014) mentioned about few steps in the formation of workforce planning.
 Incorporating the aspects of workforce in managing the significance of strategic
objectives
 Scan of environment for potential forces influencing the workforce within and
without the organization
 Deriving the insight of present staff metrics
 Developing a “no change scenario”, which demonstrates what might happen if there is
no change
 Evaluating and monitoring progress based on a number of periods to respond to the
emerging change
2.2 Factors to be considered in developing a workforce planning
De Bruecker et al. (2017) argue that workforce planning may include several
advantages. Besides developing the numbers of employees needed, Workforce planning
allow managers to focus on the source of coming generation of leaders. In addition to this,
this mechanism could allow the management to restructure their department and reallocate
staff in which they can be best utilized. However, the organizers need to make sure that
replacements are available and diversity management help for expansion as well as the
reduction of workforce. Easton (2014) opined that such initiative and efforts are significant

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during the periods of retirements and employee turnover. Understanding the workforce
composition may provide data that can be used to transfer institutional knowledge and
development of relationship. Ip, Wang and Cho (2013) argue that there has been a significant
shift from the conventional employment contract on the basis of “long-term service and
mutual loyalty”. Hence, the author has mentioned that younger employees hardly expect to
retire from the prior organization; instead they do a few years as full-time employees and
redefine themselves as independent employees who deliver or offer their services on
freelance basis. This happens because of the changing expectation for both employees and
organization about the employment contract, there is certainly a higher turnover two decades
ago. The literature in this section creates the scope for a more certain planning such as
succession planning, dynamics based on generation at the workplace, critical retirement
planning and discovering their benefits in more detail.
Succession Planning and talent management
As put forward by Oladapo (2014), succession planning remains- a critical output of
strategic workforce planning remains as the process of systematically identifying, reviewing
and developing organizational leadership to increase performance. Nonetheless, Cappelli and
Keller (2014) mentioned that succession planning besides the position of leadership, it should
also be extended to all critical positions that contribute to the enhancement of business
objectives. Satiani et al. (2014) argued that business need more than conventional skills sets
and aptitudes if they need to deal with varied challenge like aging and more diverse
workforce. Thus, it is necessary to consider the arrangements that engages all who contribute
to the service delivery framework such as contractors and consultants.

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2.3 Dependent Variable- demand-based workforce planning
A study conducted by (Easton 2014), reveals that workforce planning incudes the
process of forecasting the present and future employee need with respect of the strategic
business objectives and then resolving the matters to the supply of workforce. For example,
are the employees skilled enough? Thereafter, the final step is to create a stable balance
between the demand of labour and the supply; thereby, the organizations have the right
number of people with proper skills at the right time.
In the context of labour demand forecasting, Ezzinbi, Sarhani, El Afia and
Benadada(2014) mentioned that labour demand forecasting is crucial because organizations
usually do not want a surplus of employees who are not properly deployed and in fact, the
organizationsdo not want gaps in their employee pool which could result in reduced
performance, profitability and customer service. So, when the marketers in the airline sector
are planning for labour demand of forecasting the major question is where are they heading
as a business? On the other side, Abdullah and Takahashi (2016) mentioned that if a business
is lacking employees to accomplish its business objectives, proper and effective business
strategies should be devised and then the consideration should be aligned to job design,
career development and other significant functional areas. The author concluded the article
mentioning that workforce planning remains imperative to business, which wish to plan their
growth as well as limit situations where they are faced with several employees and wrong
skills sets.
According to Heizer (2016), in today’s talent based economy, the workforce itself is
critically and arguably the most significant tangible asset of most large organization. In spite
of its importance, the asset is not carefully planned, optimized or measured. This fact
highlighted by the author implies that organizations, many in number are not adequate aware
of the present and future workforce gaps which will restrict the application of business

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strategy. Thereby, the author mentioned that despite this unawareness board of directors,
CEOs and chief human resource tend to announce that workforce planning as well as data
driven decision-making always a top priority for their firms. As it remains difficult to
understand that there is a clear gap between the intent as well as execution, the most
transparent reason is that there is a lack of consistent objective about the output of workforce
planning as well as the lack of consistent based on which the firms could conduct the
workforce planning and analytical modelling. In this context, Heizer (2016) commented that
organizations require an approach that shifts workforce planning from the domain of
futurists, where just a few people belong, to the demand of operational effectiveness where
the management is habituated to spend its time and energy.
2.4 Demand based workforce scheduling
Beliën, Cardoen and Demeulemeester (2012) conducted a study on workforce
planning management and found that when it comes to scheduling the workforce scheduling,
the organizations must have to pay attention to real-time views of all scheduling across the
business; thereby, they can identify as well as resolve the issue instantly. On the other side,
Saddoune et al. (2012) mentioned that demand-scheduling is a customized module that is
usually programmed to figure out the duties and the responsibilities of each staff. This
particular understanding further evolves into the data that is used to evaluate scheduling
needs, opportunities as well as potential risk factors. Beliën, Cardoen and Demeulemeester
(2012) performed a research and mentioned about demand based workforce scheduling can
now be done by artificial intelligence. For example, the organization first needs to examine
the role and the title of each employee to recommend a proper roster that meet the operational
needs at each position and skills range to neglect under staffing. Thereby, the originations
need to review the number of hours each employee works to make the managers aware of
overtime risks and systematically recommends alternative staff for changes on roster.

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The major advantage of such automated scheduling are usually perceived over
tenfold. This means the organization can eliminate the excess spending on the supplemented,
temporary as well as last minute staffing. However, in this context, Ip, Wang and Cho (2013)
added that the organizations should systematically review the rosters as well as biometric
time clocks in real time. On the contrary, Heizer (2016) talks about Kronos scheduler which
provides managers the tools and information they require to plan and carry out intelligently.
Such specific solution could take the guesswork out of scheduling to help the organization to
control cost of labour and reduce the compliance risk and enhance workforce productivity.
Accurate scheduling aligning labour with the anticipated demand
According to Jütte, Müller and Thonemann (2017), profitable and effective operation
may require schedule that could further align labour supply with the bossiness demand to
minimize overstaffing and understanding as well as reduce the reliance overtime and
supplemental labour. On the other side, Saddouneet al. (2012) mentioned that workforce
scheduler remains as the powerful scheduling engine which takes account of anticipated
demand on the basis of the historical trends and create schedule that adjust the labour needs
to satisfy that demand. With just few clicks, the organizations can systematically calculate
how many employees they need in the job to cover the workload as well as categorize
employees to find out the most appropriate candidates and identify the best-fit schedule.
Requirement of highly effective teams
The “schedule to skill” features may enable manager to factor employ skills and
efficiency the range into the scheduling decisions to neglect assigning all inexperienced
worker to increased demands shift or slower the shifts. Hence, Giachettiet al. (2013)
mentioned that managers can automatically set the proficiency by job or location for any
particular time span to describe the best labour mixed on the basis of forecasted demand. This

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process is effective instead of storing through employee records to identify which workers
have the right skills.
Execution of staffing decision intelligently
As put forward by Flórezet al. (2012), the effective scheduling remains critical for
optimising business operations as well as controlling the labour cost. However, Jütte, Müller
and Thonemann (2017) argued that what happens when a staff calls in sick and equipment
breaks. Therefore, Huang, Rundle-Thiel and Chen (2018) mentioned that workforce
scheduler provides managers through an intelligent regular staffing decisions; thereby, the
business can adapt to unexpected changes swiftly as well as cost effectively. In this context,
Ip, Wang and Cho (2013) commented that the organizations can observe the coverage gaps in
real time across multiple groups, locations and department locations. Thereby, the
organizations can quantify the qualified candidates from the available resources as well as
transfer them into an open shifts or the understaffed areas using the “drag-and-drop ease”.
Furthermore, a research conducted by Beliën, Cardoen and Demeulemeester (2012) reveals
that coverage graphs as well as the ability to see photos of scheduled employed next to shifts
empower the supervisors to respond intelligently to any scheduling challenges. Thereby, the
organizations can evaluate assess the labour productivity taking help of the indicators that
contrast planned workload with the actual workload, workforce coverage and cost & hour at
any operational level. Such metric dashboard shows the differences between planned,
schedule and actual staffing to keep the business operating at the top with high performance.
2.5 Demand Modelling:
As put forward by Huang, Rundle-Thiel and Chen (2018), demand modelling is
primarily with determining the amount of work that should be performed. The demand

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modelling is further divided into two different sub element such as aggregate demand and
source of demand.
Aggregated Demand: According to Kutschka and Herbers (2016) the manpower
planning of the organization should use an aggregated description of work that is supposed to
make a high-level decisions. For the long term planning in airports, it is natural to model the
work to run smoothly using the demand services. The following figure shows the demand
curve for a single day is given; here each time slot, ‘t’ remains as integer value and dt
specifies thenumber of workers needed for the time slot. The author has also explained that
these curves are usually treated as the workload or the demand and here the workload
specifies the number of workers needed during each time slot throughout the planning
process.
This demand curve presentation remains common in other application in the service
industry. In airlines, a large proportion of the demand is tied to the arrival or the departure of
flights, which can further lead to the demand curve for retaining the traits of the airport’s
flight schedule. Hence, Giachettiet al. (2013) mentioned that there are many airlines have a
tendency to club their flights into “banks” with several arrivals as well as departure within the
given shorter time which is further divided by intermediate periods of relative calm.

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Figure2: Demand Curve (Demand curve for a day of planning and for each time slot
from 0 (midnight) to 24(midnight) a number of needed works is mentioned)
(Source: Giachetti et al.2013)
The banks may be the reason for fluctuation at the ground handling and the reason for
the extending variation in staffing requirement from one time slot to the next one. In this
context, Beliën, Cardoen and Demeulemeester (2012), some recent planning work in the
airports go towards de-banking such spreading arrivals and departure more throughout the
day. Here, the major focus of de-banking consideration is about reducing the aircraft delays,
which remains as another sequence of banked airline operation and this might not have any
effect on grand handling operation also.
2.6 Demand with flexibility
At the time of transforming work specification into the demand curve representation
and the mandatory decision is to decide which particular time slot should contain
whichparticular unit of work to effectively represent the underlying demand. On the other
side, Jütte, Müller and Thonemann(2017)commented that in simple terms, any demand could

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be added together to form a wide mass of work pressure. This may work effectively when
there is no flexibility in the underlying demand; for example when the demand is set of
stationary tasks or forest demands. On the contrary, Giachetti et al. (2013) mentionedthat
when the demand is too high or complex, there could besomedemands to be made for
creating the workload leading to the demand transformation becoming optimization.
2.7 Demand Planning
It remains difficult to manage and deal with the demand manually because there is an
increasing number of requirements particularly on the sales planning. The planning
information is managed with series of excel files that should be independently edited by each
planning department. Magaña, Mansouri and Spiegler(2017) particularly highlighted the fact
that generating a cohesive as well as transparent demand plan while taking the market
development in condieraation is highly important. Furthermore, Kutschka and Herbers(2016)
mentioned that efficient demand planning remains significant for the strategic company
placement in the make. Thus, as the fundamental aspect of the supply chain, the demand
planning should be integrated in all sort of business process and it has to create an effective
information flow between the organizational division and the board of management. The
author has also mentioned that the complexity in the demand planning process increased
because there is a high volatility in global markets and due to which there is a high product
variety and decreasing product life cycle. Consequently, the organizations need a more
comprehensive planning tool which can further be used by supervisorsto make the right
strategic decisions on the basis of well-developed forecasts and suitable planning
figures(Kutschka and Herbers2016).
Tactical staff scheduling

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According to tactical scheduling remains as the creation of a schedule that are clubbed with
the legal requirement, trade union, individual and company requirements while meeting the
needs of organization, employee and consumers. Hence, the author has mentioned about
WorkPlus should be treated as the best technological solution as the optimization method. In
the field of tactical planning, Magaña, Mansouri and Spiegler (2017) mentioned in the focus
of the workforce management should be about the managing the staff optimally. This
planning process should be divided into three strategic, tactical as well as operational phase.
Giachetti et al. (2013) particularlymentioned that the major task of the tactical phase is the
publication and preparation of schedule for the next planning periodin accordance with the
predicted working tine demand, applicable personnel capacity and the preferences of working
time of employees. Furthermore, the capacity of the working time need to be distributed
between the shifts and the employees. In addition, in this planning, the employers must have
to consider the care responsibility and heath protection. There are some particular number of
objectives to meet about different objective business, customer interest. The following some
of the significant criteria developed by Eltoukhy, Chan and Chung (2017), should be
followed by the organizations.
 The employer or the organizations must have to comply with the demand of working
time
 There should be a particular amount of productivity in the working time demand
 The organization must have prepare a proper cist and profits of the individual or the
personnel involved in the operation
 The organization must consider the level of customer satisfaction and the level of
service
 The employer must need to consider employee satisfaction level and their
motivational activities

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 There should be robustness in terms of the forecast errors
 The entire work process must follow the reliability and stability
2.8 Mobile workforce scheduling:
Severalaspects of ground handling work may contain a mix of transportation time
between different locations and stationary work. Thereby Magaña, Mansouri and Spiegler
(2017) mentioned that scheduling issues on such type of work is referred as the mobile
workforce scheduling. It is identified that in airports, the geographical scattering of task is
constrained. The authorhas in their article has also mentioned that while the transportation
time between tasks could be significant they hardly eliminate the large proportion of the
remaining work to encourage using time network in the transportation problem- airline.
Conversely, Giachettiet al. (2013) mentioned that the resource constrained project
scheduling problem is mainly concerned with the dispersion of activities to resources so that
all activities are performed effectively while fulfilling the constraints on the precedence of
activity accomplishment and the capabilities of individual resources.
2.9 Agility in workforce planning management
As put forward by Kasarda and Canon (2016), in the context of agile planning, the
workforce planning management usually appear to be broadly unnoticed. As put forward by
Ip, Wang and Cho (2013), workforce management has always been specifically confronted
with the some particular barriers of an agile workforce environment. Naturally, this ultimate
result from the conflict between the predictability of working time requirements and the care
of obligation of an organisation for workforce protection.
New challenges due to agile markets and cost pressure
Principally, the conflict has always been there however, in the field of agile markets, it has
been intensified gradually. In this context, Eltoukhy, Chan and Chung (2017) commented

23BUSINESS RESEARCH FOR DISSERTATION
that because of the organizational and social reasons, the employee deployment decisions
should usually be made earlier than “could be” desirable from an economic perspective. This
thin is particularly connected to ever stronger and dynamic fluctuations in working time
demands.
Shifts:
As put forward by Jütte, Müller and Thonemann (2017), shift could represent persistent
period of work for a single worker, which usually begins as the staff arrives at the workplace
an ends when the worker leaves for home. During the shift a worker could perform the task,
shift between tasks, take break or stay idle. Therefore, it is preferred to workers get their job
done. The transportation between the tasks cannot be neglected and this is a part of staff’s
day but it can be reduced by distributing the tasks among the staff in an effective way. This
probably remains as the major problem because the time used on breaks is essential and fixe
by the labour regulations as well as union agreements. The design and assignment of shifts
can be a diverse set of constraints also. In this context, Kasarda and Canon (2016)
commented that the fundamental rules may cover the least and the highest shift lengths, the
number of breaks as well as their placement during the assigned shift, the minimum break
time or rest time between the shifts and maximum number of consecutive working days re
given before the staff is authorized to one or more days of rest.
As put forward by Kiermaier, Frey and Bard (2015), there can be a significant
variance in the flexibility of shift design and in some nations the companies, employees in the
service are subject to a broad flexibility in the working hours. On the other side, Kasarda and
Canon (2016) mentioned that handling of overtime is a particular case of flexibility within the
workers that can be remunerated as the supplementary salary or converted to additional rest
time. Thus, it takes several days keep flexibility at the initial phase. The minimum rest time

24BUSINESS RESEARCH FOR DISSERTATION
can be replaced with the help of a constrained set of startling time and this is considered as a
more flexible application. The organization or the airport authority may face a significant set
of difficulty when designing a particular shift. Therefore, it can be mentioned that if the
extent of flexibility is high, the authority will have to solve a more difficult problem.
2.10 Workforce Scheduling and Rostering
Workforce scheduling primarily deals with the assignment of staff to some specific
working days and shifts. The following model is developed by Jütte, Müller and Thonemann
(2017)with the help of a set covering model.
Hence, according to the author, the objective function 5.1 above reduces the cost of Ci of
each active shift and implied by the decision variable Xi. Likewise, the constraint 5.2 clarifies
that the demand dtis acquired and covered every time t in the planning horizon 1 ≤ t ≤ T. Next
the matrix entry Ait is 1 if shift i active at the time t and 0 otherwise. Eventually, 5.3
indicates that all shifts are used at most once. Here, the basic model 5.1 -5.2 can be further
extended in many ways. By setting Ait= 0 a times in shift and breaks can be modelled. On the
other side, the planning horizon T could also be extended to take several days into account
under which each column could describe the activities or a worker through the planning
horizon. In this manner, constraints such as rest time between shifts and replace of leaves.
Compared to earlier period of working days, the task on workforce can be divided
into three different groups such as 1. Day off scheduling ii), shift scheduling and iii) tour

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scheduling. As mentioned by Ip, Wang and Cho (2013), scheduling of shift may consider
only the distribution of work days and days off. In addition to this, the shit scheduling
consider only distribution of work days and days off. Furthermore, it is also identified that
shift scheduling determine the shifts to use a in a single day. So, the model 5.1 -5.3 is
considered as shift model. On the other side, tour scheduling may consider both the issues in
combination.
2.11 Optimized staff scheduling
As mentioned by Kiermaier, Frey and Bard (2015), workforce management could
take place between the conflicting interest of flexible working time, employee needs and
service level. So, with thehelp of optimized staff scheduling, working time distribution is
cost-efficient and satisfies the requirements, in spite of the fluctuation is workload demand as
well as short-term change. Personnel logistic activities could be demanding and complex. To
ethane them, the organization may require strong and powerful software to support the
resource planning and this is treated as a significant basis for motivated employees and the
success of the organization. The resource planning remains as the core planning of airport
organization and it could determine the productivity of work time as well as the level of
service.
A study conducted by Jütte, Müller and Thonemann(2017)mentioned that the
distribution of working time schedule could be efficient and satisfy the requirement despite
the consistent fluctuation in demand as wellas uncertain planning assumptions. There are
several legal, operational and individual level requirements that should be considered and
observed besides different social and cultural elements. A study performed by Giachettiet al.
(2013), reveals that workforce management could occur between the conflicting interest of
flexible working time, quality of service and the needs and demands of the employees. To
support this statement, Eltoukhy, Chan and Chung (2017) mentioned that an optimized staff

26BUSINESS RESEARCH FOR DISSERTATION
scheduling helps to find the most effective possible balance for the individual operational
objectives and terms. Therefore, the staff motivation, productivity of working time and
customer satisfaction may increase.
2.12 Flexible staff scheduling
When it comes to flexible work time scheduling, it is identified that the working time
flexibility is not able to identify the appropriate measures but instead of performing them
regularly in everyday resource planning. This is only possible with highly powerful
workforce management software. On the other side, Kiermaier, Frey and Bard (2015)
mentioned that the models of flexible working time is treated as the hot talking kit in which, a
high level of working time productivity need to be reached in spite of the strong fluctuation in
demand. Following are some of the approaches can be used for working time flexibility
 Flexible shift length/time/time slots
 Annual Working tie accounts
 Flex Shifts/ Relief Shift
 Stand by shift and external service providers
When it comes to the solution of the challenges, Eltoukhy, Chan and Chung (2017)
mentioned that there are some outsourcing concepts to maximize the flexibility of working
time deployment. The flexible workforce time is highly demanding and the planning process
often appears to be complex compared to the conventional planning techniques. In order to
implement the flexible staff scheduling, the organization ma require flexible employees but
the clash here is, the flexible employees may expect flexible schedules which is tailored to
employees’ needs and demands. In this context, Flórezet al. (2012) commented that
increasing flexibility may lead to a more completed and complex planning process. It is true
that without powerful software, the organizations fall in the understanding of their objectives.

27BUSINESS RESEARCH FOR DISSERTATION
Advantages of flexible staff scheduling
As put forward by Beliën, Cardoen and Demeulemeester (2012), with the help of
WorkforcePlus, the organization can manage the flexible working time. Due to
parameterization of target criteria and restrictions, all planning parameters as well as their
dependencies should also be considered simultaneously by the system on the basis of the
needs of the individuals. Due to such unique features associated with the technology, the
software can be swiftly as well as flexibly adapted if the requirements of the organization
change.
2.13 Real time optimization
Real time optimization takes the problem into the consideration when the changes
takes place during the day operation. Therefore, the schedule developed by airport
authorities naturally remains oblivious to the changes and they cannot be incorporated
directly. In addition to this, by reacting to the channels during the day. The efficiency of the
workforce remains manageable. This can be done for instance by continuous scheduling tasks
to ensure that the work districted equally and fairly among the workers.
Hence, the process of updating scheduling during the day time is known as re-
planning. (Kumar 2016) insisted on the fact that there should be a robustness in the initial
schedule to deal with the channels occurring in the day time operation. On the other side,
Giachettiet al. (2013) mentioned that robustness should be incorporated by including buffers
in the schedule to absorb changes. Necessarily, the buffers indicate period of idle worker,
which is contradictory to planning objective of reducing cost. However, the users may
observe multi-objectives problems after including the robustness, which emphasis on trading
off between the minimum cost and acceptable robustness.

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CHAPTER 3: RESEARCH METHODOLOGY
3.1 Introduction
Research methodology is known as the philosophical framework within which the
research is performed or the foundation upon which, the research is dependent. This chapter
of the research describes the chosen research methods and designs intensively highlighting
those used throughout the study, providing proper justification to the selection of research
techniques. In addition, advantage and disadvantage selected for each research used in the
research has been conducted. According to Taylor, Bogdan and DeVault (2015explains
methodology as the framework which is broadly associated with a particular set of paradigm
assumptions that should be used to conduct the research.
3.2 Stating the research problems:
The airline organization has a suitable workforce planning for managing its staff but
the issue of limited career growth opportunities is creating a significant barrier in the
development of workforce. There has been a trend of switching job with the expectation of
suitable benefits and opportunities. Consequently, the experienced individuals hardly
continue working when their experience is not recognized (Barrera, Velasco and Amaya
2012). Due to increasing demands of customers, services in the airline sector is rapidly
extending but it has become challenging for business to deal with such desired quality of
service because the existing staff are not capable of enough to meet such growing needs. So,
to address the research problems, this study uses both secondary and primary data collection
and secondary data collection methods. The analysis of secondary data has been done by
collecting a set of journal articles performed on workforce planning, scheduling and other
related practices. However, the review of literature has been performed on the basis of the

29BUSINESS RESEARCH FOR DISSERTATION
objectives set above. On the other side, the primary data has been collected by performing
interview among the managers of ABC airline.
3.3 Research philosophy
Research Philosophy is a set of ideas further converted into a belief about the manners
in which the day or the informationabout a particular context or phenomenon should be used
and analysed. According to Mackey and Gass (2015) there are three different types of
research philosophies such as positivism, interpretivism and realism. As put forward by
Lewis (2015) positivism prefers quantitative techniques such as social survey, structured
questionnaire as well as official statistics as these have a good reliability and
representativeness. According to Alvesson and Sköldberg (2017) positivists consider society
as shaping individual as well as believe that social facts could shape the individual actions.
On the other side, Flick, (2015) mentioned that interpretivists approach to the academic or
social research could be more of a qualitative, and use of methods such as unstructured
interview and participant observation. Reynolds et al. (2014) mentioned that interpretivism is
usually related to the philosophical position of idealism and it is usually used to group the
diverse approaches, which may further include constructivism phenomenology.
Conversely, the pragmatism tend to promote a philosophy of meaning and views the
context of reality as socially negotiated but valid becausethey create practical outcome.
Nevertheless, pragmatism research philosophy focuses on producing the meaningful accounts
of social life and work that could enable purposeful action. However, for this particular
research, positivism research philosophy has been selected.
Justifying positivism research philosophy
The positivism research philosophy has been selected for the present research because
this philosophical approach views or considers the world as real, independent, where the

30BUSINESS RESEARCH FOR DISSERTATION
authority or the organization remains as the discrete authority. Moreover, as the research
includes the primary data, the positivism research philosophy gives importance to numbers
and statistical modelling to generate quantifiable as well as generalizable conclusions which
helps to build the basis for scientific laws. Another significant reason for selecting positivism
research philosophy is that research findings are typically judged against the criteria of
reliability and validity. On the other side, interpretivism research philosophy has not been
considered in the present research because the findings of the research is usually analysed and
judged against the criteria of normal adequacy and meaning.
3.4 Research Approach
The research approach is sectioned in two areas such as deductive and inductive
research approaches. The deductive research approach deals with the development of a
hypothesis on the basis of existing theories and then it designs the research strategies to test
and verify the hypothesis. In this context, Khan (2014) commented that deductive means
reasoning from a specific to general. On the other side, inductive research approach starts
with the observation and theories that are proposed at the end of the research process as the
consequence of observation. It is identified that inductive research approach includes the
search for the pattern from observation. Nonetheless, it is specific that no theories and
hypotheses is applied in inductive studies at the initial phase of the research. It is significant
to emphasize on the fact that inductive approach does not indicate disregarding theories at the
time of forming research questions and objectives. However, in the present research
deductive research approach has been selected.
Justifying the deductive research approach
Deductive research approach has been selected for the study because it could provide the
possibility to describe causal relationship between variables and concepts. Even though

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deductive research approach is concerned with testing of hypothesis, but no hypothesis has
been formed in the research because new theories are not formed. Hence, the approach is
applied considering the existing theories only.
3.5 Data collection methods
As mentioned by Taylor, Bogdan and DeVault (2015) the data collection method
remains as the technique of collecting information from all the relevant sources to find
responses of the research problems by testing the hypotheses and evaluating the outcome.
The data collection technique is usually categorized into two types such quantitative and
qualitative data collection. The qualitative data are usually the secondary data while
quantitative data usually include the raw or primary data. The following paragraph describes
the quantitative and qualitative data.
Secondary data collection
The secondary data are the data that have already been published in books and journal
newspaper and blogs. Particularly Mackey and Gass (2015) mentioned that secondary data is
referred to the data collected by others and they are already available and analysed by some
other scholars. Thus, for the present research, the secondary data have taken from the books,
peer reviewed journal, newspaper article, blogs and other secondary sources such as
university library. In addition to these usual sources, the secondary data has also been
connected from books, conference papers, IATA annual reports, ICAO, different civil
aviation report, one world news, skytrax, ground handers and other published books.
However, the all these journals, books, magazines are performed on demand based
workforce planning in the airline industry.
Primary Data Collection:

32BUSINESS RESEARCH FOR DISSERTATION
The primary data are fresh in nature as they are collected for the first time; thereby,
they happen to be original in content. There are several techniques which can be applied for
collecting the primary information such as interview, observation, interview, questionnaire
and survey, focus group and documents and record. However, for the present study, both
interview and survey has been conducted among the employees and the supervisors of ABC
airline organizations. In addition to this, to collect the primary data, IATA reports have been
used and a proper and interview has been conducted among the available leaders. On the
other side, the subject matter experts of some other airline organizations have also been
surveyed.
The survey and the interview has been conducted on the basis of some particular
sampling techniques and sampling size.
Quantitative data collection
Quantitative research techniques define and measure the range of occurrence based on
the numbers and calculation. Lewis (2015) mentioned that quantitative research is known as
the process of “involving the collection of numerical data and demonstrating the status of
relationship between theory and the study a deductive.
Qualitative data collection:
As put forward by Flick (2015), qualitative data collection techniques are exploratory
in nature and it is widely concerned with acquiring comprehension and understanding on the
underlying reasons and motivations. Qualitative techniques are often observed as providing
rich information about the real life incidents, people and gaining ability about making sense
of behaviour and figure out behaviour within the larger context.

33BUSINESS RESEARCH FOR DISSERTATION
3.6 Data analysis techniques:
There is a significant difference between qualitative data analysis as well as
quantitative data analysis. The qualitative data collection includes interview, focus group and
some experiments and this data type is going to involve the identification usual patterns
within the responses and then critically analysing them to achieve research aims and
objectives. On the other side, the quantitative data may include critical analysis as well as
interpretation of statistical figure, numbers and attempts to identify the rationale the
emergence of major findings. In this context, the comparison of primary research findings to
the findings of literature review is significantly important for both type of research such as
quantitative and qualitative. For the current research, the primary data has been analysed with
the findings found in the existing studies. This means, the first the data has been collected and
then they represented in the tables and graphs. Thereafter, when making the critical analysis,
the data has been compared and contracted with research findings of previous studies.
3.7 Reliability and Validity
The problem of reliability and validity should be addressed properly to avoid
unnecessary trouble internally in research. As put forward by Eltoukhy, Chan and Chung
(2017),reliability is referred to the degree to which the same responses can be derived with
the help of the same instruments more than one time. More specifically, it can be mentioned
that if the researcher is associated with the degree of reliability, the researcher has to make
sure that the other researchers should be able to generate the same response with the help of
research, method such as interview and survey. Therefore, in the case of present research, the
researcher uses questionnaire method; thereby, it is ensured that other researcher can obtain
the same results by using a different set of questionnaire but to same research context.
Validity

34BUSINESS RESEARCH FOR DISSERTATION
As opined by Saddoune et al. (2012), the validity of research can be explained as a degree at
which the requirements of scientific research technique should be followed at the time of
process of creating the research findings. Nevertheless, validity should be a compulsory
requirement of all sort of studies. Nevertheless, for the present research, appropriate time
scale for the research has been selected and the methodology has been selected considering
the requirement of the present study.
3.8 Limitation
Even though the study has been conducted involving both primary and secondary data
analysis, the study clearly lacks comparison between two organizations about the workforce
planning based on demand. The comparison would help to identify work shift, employee
demand and roistering and other necessary elements associated with the topic. Ina addition,
the comparison would help to know how the organizations in the sector are dealing withsuch
as issues and what solutions they are applying. In addition to this, there are other limitations
such time and money
3.9 Ethical Consideration
As put for a by Eltoukhy, Chan and Chung (2017), the ethical consideration is
usually specified as one of the most significant because the ethics must be followed when
conducting a business or academic research. As the present research includes primary
analysis, the ethics have strictly ben followed. It has been ensured that all no respondent has
been forced to take apart in the research. Most importantly, before approaching the
organization, a university authorized letter has been submitted to the airlines to get the
approval for engaging the staff and mangers in the interview and survey process. In addition,
it has also been ensured that all respondents have the right to withdraw their participation at
any time they wish. For treating confidentiality and data security, the principle of Data

35BUSINESS RESEARCH FOR DISSERTATION
Protection Act 1998 has been followed. It has been ensured that identify such as the name of
the respondents have not been published anywhere. Lastly, the researcher makes sure that
data collected for the analysis has only been used for the academic purpose. In addition to
this, performing interview is another ethical concern, but to avoid ethical issues, it has been
ensured that no respondent has been forced to take part in the interview and moreover, the
researcher ensures that respondents hold the right to withdraw their participation at any
moment.
3.10 Gantt Chart
Main activities/ stages 1st-2nd
Week
3rd- 4th
Week
5th- 6th
Week
7th-8th
Week
9th- 10th
Week
11th- 12th
Week
Topic Selection
Data collection from secondary
sources
Framing layout of the research
Literature review
Formation of the research Plan
Selection of the Appropriate
Research Techniques
Primary data collection
Analysis & Interpretation of
Data Collection
Conclusion of the Study
Formation of Rough Draft
Submission of Final Work
Table 1: Gantt Chart

36BUSINESS RESEARCH FOR DISSERTATION
CHAPTER 4: FINDING AND ANALYSIS
4.1 Introduction
This section of the research provides the data findings and analysis. The data which
has been collected through primary and secondary data collection methods have been
analysed by comparing with the findings found in the literature review. Likewise, the
qualitative data analysis has been conducted by comparing and linking the data found in the
IATA reports and annual reports of the airline organizations. Thereafter, to make a relevant
discussion, the data, various assumptions and implications have been formed considering the
facts found in the research.
4.2 Research Analysis
4.2.1 Quantitative Analysis- Questionnaire
Q1. Do you agree that succession planning and talent management is essential for
developing workplace plan based on demand?
Options No. of Respondents Total Number of Response
Strongly Agree 30 75
Agree 30 75
Neutral 11 75
Disagree 4 75
Strongly Disagree 0 75
Table: Response on succession planning and talent management for developing workplace
plan based on demand

37BUSINESS RESEARCH FOR DISSERTATION
Chart: Response on succession planning and talent management for developing workplace
plan based on demand
Statistical Interpretation Values of Statistical Interpretation
Mean 1.853333333
Median 2
Standard Deviation 0.865140722
Table: Statistical Interpretation on succession planning and talent management for
developing workplace plan based on demand
The research result shows the maximum people agrees on the fact that succession
planning and talent management is essential for developing workplace plan based on demand.
The median also shows that the majority of the people agree with the same fact and the
standard deviation shows the value 0.865140722 which is closer to 1 and represents that there
is low risk of deviation of the answerer for this research question.
Q2. How far do you agree that agility in workforce planning management allow the
company to design workplace plan according to the demand?

38BUSINESS RESEARCH FOR DISSERTATION
Options No. of Respondents Total Number of Response
Strongly Agree 37 75
Agree 25 75
Neutral 7 75
Disagree 5 75
Strongly Disagree 1 75
Table: Response on agility in workforce planning management for developing workplace
plan based on demand
Chart: Response on agility in workforce planning management for developing workplace
plan based on demand
Statistical Interpretation Values of Statistical Interpretation
Mean 1.773333333
Median 2
Standard Deviation 0.966651134
Table: Statistical Interpretation on agility in workforce planning management for
developing workplace plan based on demand

39BUSINESS RESEARCH FOR DISSERTATION
The research result shows the maximum people agrees on the fact that agility in
workforce planning management allow the company to design workplace plan according to
the demand. The median also shows that the majority of the people agree (value = 2) with the
same fact and the standard deviation shows the value 0.966651134 which is closer to 1 and
represents that there is low risk of deviation of the answerer for this research question.
Q3. Do you agree that accurate scheduling aligning labor with the anticipated demand
is essential for developing workplace plan based on demand?
Options No. of Respondents Total Number of Response
Strongly Agree 23 75
Agree 38 75
Neutral 6 75
Disagree 4 75
Strongly Disagree 4 75
Table: Response on accurate scheduling aligning labor with the anticipated demand for
developing workplace plan based on demand

40BUSINESS RESEARCH FOR DISSERTATION
Chart: Response on accurate scheduling aligning labor with the anticipated demand for
developing workplace plan based on demand
Statistical Interpretation Values of Statistical Interpretation
Mean 2.04
Median 2
Standard Deviation 1.045453477
Table: Statistical Interpretation on accurate scheduling aligning labor with the anticipated
demand for developing workplace plan based on demand
The research result shows the maximum people agrees on the fact that accurate
scheduling aligning labor with the anticipated demand is essential for developing workplace
plan based on demand. The median also shows that the majority of the people agree (value =
2) with the same fact and the standard deviation shows the value 1.045453477 which is closer
to 1 and represents that there is low risk of deviation of the answerer for this research
question.
Q4. How far do you agree that mobile workforce scheduling allow the company to
design workplace plan according to demand?
Options No. of Respondents Total Number of Response
Strongly Agree 32 75
Agree 29 75
Neutral 7 75
Disagree 1 75
Strongly Disagree 6 75
Table: Response on mobile workforce scheduling for developing workplace plan based on
demand

41BUSINESS RESEARCH FOR DISSERTATION
Chart: Response on mobile workforce scheduling for developing workplace plan based on
demand
Statistical Interpretation Values of Statistical Interpretation
Mean 1.933333333
Median 2
Standard Deviation 1.142937578
Table: Statistical Interpretation on mobile workforce scheduling for developing workplace
plan based on demand
The research result shows the maximum people agrees on the fact that mobile
workforce scheduling allow the company to design workplace plan according to demand. The
median also shows that the majority of the people agree (value = 2) that mobile workforce
scheduling is important and the standard deviation shows the value 1.142937578 which is
closer to 1 and represents that there is low risk of deviation of the answerer for this research
question.
Q5. Do you agree that execution of staffing decision is essential for developing
workplace plan based on demand?

42BUSINESS RESEARCH FOR DISSERTATION
Options No. of Respondents Total Number of Response
Strongly Agree 29 75
Agree 33 75
Neutral 6 75
Disagree 4 75
Strongly Disagree 3 75
Table: Response on execution of staffing decision for developing workplace plan based on
demand
Chart: Response on execution of staffing decision for developing workplace plan based on
demand
Statistical Interpretation Values of Statistical Interpretation
Mean 1.92
Median 2
Standard Deviation 1.023507483

43BUSINESS RESEARCH FOR DISSERTATION
Table: Statistical Interpretation on execution of staffing decision for developing workplace
plan based on demand
The research result shows the maximum people agrees on the fact that execution of
staffing decision is essential for developing workplace plan based on demand. The median
also shows that the majority of the people agree (value = 2) with the same fact and the
standard deviation shows the value 1.023507483 which is closer to 1 and represents that there
is low risk of deviation of the answerer for this research question.
4.2.2 Qualitative Analysis- Interview
1. How do you prepare the workforce planning? And what are the factors do you
usually consider when making the workforce planning?
One of the supervisors of airline organizations have mentioned that mentioned that
in today’s dynamic business environment, the airports must have to transform themselves
into efficient, flexible, results oriented organizations to satisfy the challenge of the future.
The supervisor has also mentioned that to survive or to operate the operation in this
competitive environment, the airport organizations, particularly the traditional private sector
organizations need to change the approaches to human capital first and other functions may
come later. According to the response of the supervisors, a decade ago, there was a stable
environment both internally and externally but compared to that period, the now environment
now has been uncertain and volatile, which hampers the overall work culture and practices.
Therefore, the airport organizations require a more flexible, agile and adaptable workforce in
which innovation and creativity remains as the major purpose for the work. The supervisor
also mentioned about few more facts in his comparison of today’s dynamic workforce
environment with the history of last ten years. Thus, it is learnt that few years ago, there was
a predictable growth in business as there was a clear contribution from the workforce but now
the organizations observe a slow grow, which creates the scope for innovation and changes.

44BUSINESS RESEARCH FOR DISSERTATION
Nonetheless, another significant point know from the supervisor is process culture;
this means in the earlier days, the airline organizations would follow “emphasis” on the
workforce, but now the outcome is the process, which means any process used to manage the
workforce must provide a desired outcome. Consequently, the organizations require a more
results-oriented practices. The responses provided by the supervisors have been posturized in
the following by adding few more points and facts.
Figure 3: Elements considered in workforce planning
2. How do you agree with the fact that demands based workforce planning has
something to do with the structure?
One of the managers of the organizations have mentioned that strategic organizational
structure could often influence the overall performance of the organization as workforce is
managed strategically and the employee demands and opinions are often considered in the
demand based workforce planning. However, the manager has mentioned that the strategies
could provide uncertain outcome because the labour environment has become dynamic The
manager particularly have mentioned if the organization follows a mission based structure ii
which the strategies and other work principles will be designed and developed on the basis of
mission developed by the organizations itself. Eventually, the manager of the airline
organizations have mentioned to deal with this rapid dynamic environment, the organization
should look for or rely on a more specialized expertise. Skilled and specified expertise will

45BUSINESS RESEARCH FOR DISSERTATION
help to categorize the entire workforces per the needs and dynamic demands of the
workforce.
The human resource department of the airline organization should focus on the
personnel administration such as desired shifting time, leave structure, and tasks and other
functional activities. This is because in the demand based workforce understating and
applying the demand of the employees is the major criteria. There is a vast set of activities to
be performed in airport, therefore, there should be a clear line process of implementing those
activities. Nonetheless, the m mangers has mentioned that it may not be possible for the
organisation to have all task done on time unless the workforce demands are satisfied.
3. What framework do you follow in managing the strategic workforce planning in
airports?
One of the leaders was interviewed for an hour on the above mentioned context and
the leader has mentioned about some facts that the framework is usually developed to provide
leaders a complete picture of the workface, task and activities. According to the framework,
the leaders must evaluate the status of the present workforce as well as determine period such
as 3 to 5 years to resolve the future strategic needs in the internal environment. The leader of
the airline organisations have mentioned that the overall process could take between 2 to 3
months relying on the availability of senior kneaders particularly for the follow-up actions
and meeting. This can be considered as the long-term business plan instead of HR plan. The
leaders opinions have been posturized in the following.

46BUSINESS RESEARCH FOR DISSERTATION
Figure 4: Framework for managing the strategic workforce
The leaders have mentioned about the fact that by interviewing the senior leaders,
airport organizations can their buy in-to the process and make sure that leaders understand the
importance and value of the planning exercise. Such framework must include a series of
organization design principles and workforce characteristics based on the vision of the senior
leaders and manager. Particularly, the leader has mentioned about some key points such as
organizational size, workforce mix, span of control, level mix, staffing mix as well as the
skill mix.
4. How do you manage the workforce scheduling at the airports?
According to the manager of the airline organization, the airports are usually buzzled
with the activity of 24X7. The organizations should function a variety of tasks as a single
mechanism to execute them properly. According to leader, in order to perform the task such
as cleaning, security, emergency process, desk and trolley logistics, a skilled or a proper
individual should be at the proper time to prevent the dissatisfaction. The significance of
seamless workforce scheduling at airports remains obvious. In this context, the manager
commented that scheduling a perfect workforce plan is a quite a task because it is not about

47BUSINESS RESEARCH FOR DISSERTATION
scheduling the staff with the appropriate skills. It could also be about selection the employees
while considering employee performance as well as labour regulations into account.
Therefore, as the solution, the manager has mentioned about a more optimized workforce
management process by anticipating the daily planning evaluation, engaging employees
through a simple but comprehensive application. Nonetheless, the leader of the organisation
has also mentioned about some particular challenges that airport authorities or the
organizations must have to follow when maintaining the workforce operation such as a
number of facilitating services with the own restrictions and needs are require because of the
labour staff. The airport organizations should develop a number of relevant restrictions
because of different applicable Collective Labour Agreements or Laws. As the demand of
airline services are increasing, the organizations re require a large work force particularly at
the time of peak time such as holiday times, festival and others.
5. How the workforce is managed while doing the ground handling activities?
One of the subject matter experts of the airports has mentioned that the airline
industry is going through a prolonged development as air traffic has become a crucial factor
for the society for both businesses and leisure. As the consequence, the airports usually form
an essential element of the infrastructure and economy of any popular centre. The manager in
the interview has mentioned that in 2004, 20,000 jobs were directly supported by the aviation
in UK as well as 6000,000 jobs were supported by the aviation sector. When it comes to
external environment, the manager has particularly mentioned that most of the airports
remains highly busy environment which are running at the peak of their capability. However,
from the interview, it has been learnt that congestions at the airports as well as airspace may
cause frequent delays which may out excessive strain on the previously made tight scheduled.

48BUSINESS RESEARCH FOR DISSERTATION
The construction of new airport facilities could be expensive and slow while several
airports are slow in the process of expanding. Therefore, the short and medium term of
development in the airline sector could depend on the airports to run at a high efficiency. It is
also learnt from the managers that airports are rapidly liberalizing the ground handling
operation that have conventionally been subsidized to corporate divisions of the airport. The
subject matter exert has also provided the example that in the European Union, the
liberalization of the ground handling caused an increase in the number of third party ground
handling organizations. On the other side, the emergence of low cost carriers in the recent
time may cause new barriers particularly for the ground handling operations. However, the
expert hasmentioned that in contract to the conventional carrier, the low cost carriers run with
very short ground times to reduce amount of expenditure. This might cause a highly
constrained working environment for ground handling organizations and increased challenge
of disruption in the field.
6. What rostering process do you follow to manage the workforce?
According to the subject matter expert, the classification of rostering technique as number of
models starting with the determination of staffing requirement as wellas ending with the
specification of work to be carried out over some particular time period by each employee in
the workforce. Even though, the module indicates a step by step technique, the growth and
design of a roster could require some models and in some models, many models could be
combined into one particular procedures. In addition, the requirements of various models
could depend on some particular applications. One of the models mentioned by the experts is
demand modelling. The perspective of the exerts is that the first modelling in developing a
proper roster is how many employees are required at different times over the same planning
period or a resetting horizon. So, the staff are required to perform their duties that rise from
the incidents which could occur at the time planning the later rostering phase as the constraint

49BUSINESS RESEARCH FOR DISSERTATION
on the number of employees working each time. In such a situation, the suitablepenalties
could be associated over the demand. Thereafter, the supervisors has also mentioned about
the shift based demand in which the demand is obtained directly from a particular number of
staff that are needed to be on duty during the various shifts. The subject matter expert of the
airline organizations have mention that the shift based demand could rise naturally in
applications saucy as ground staff scheduling and ground handling services.
4.3 Secondary Analysis
Thematic Analysis
Theme 1: “Relation between the rostering process and demand based workforce
planning”
As mentioned by Limlawan, Kasemsontitum and Jeenanunta (2014), the demand is
gained directly from a particular of the number of staff that are needed to be on duty when
there is different number of shifts. The shifts base demand could be applied as a
simplification of tasks on the basis of flexible demand roistering. On the other side, Eltoukhy,
Chan and Chung (2017) mentioned about the day off scheduling in the process of rosterng
and this day off rostering could involve a determination of how rest days are to be managed
or interspersed between the work das for different lines of activities. This program could arise
on a frequent basis when roster to an adaptable shift on based on demand when the roistering
task to be on based on demand. A study conducted by Beliën, Cardoen and
Demeulemeester (2012), has mentioned about the shift scheduling and shift scheduling
usually deals with the issue of selecting from a large pool of candidates and the shifts that are
to be covered and worked with an assigned number of employees to each shift to meet the
growing demand.

50BUSINESS RESEARCH FOR DISSERTATION
At the time of roistering to flexible demand in airline, the organization need to
consider the timing of work as well as the meal breaks within the limits authorized by the
workforce regulations as well as organizational requirements. In this context, Giachetti et al.
(2013) mentioned that when roistering the task demand, the shift scheduling is usually called
crew scheduling or crew paring organization. However, such model could remain as
redundant when rostering to shift based demand. There is a significant relation of rostering
associated with the line of construction. According to the literature, this model of
construction could involve the creation of lines of work, which may sometimes be referred as
work schedule and this could also span the horizon for each employee. The technique of
constructing a line of work depend on the fundamental building blocks, conventionally shifts,
stints and shift duties that are usually used. If the basic building blocks are shift and then they
shift could be assigned to an individual’s work days. In this context, Saddoune et al. (2012)
commented that there could be some additional constrains that could limit the valid shift
patterns. For example, this might not be possible to follow immediately a sequence of night
shift with a day shift. Hence, the duties can arise from the task which could take up only a
part of the shift or may span many shifts. Therefore, each duty could be included once in the
rostering.
Theme 2: “Task assignment and staff assignment embedded in rostering process”
According to Ip, Wang and Cho (2013), it could be necessary to assign one or a
number of tasks to be performed during each shift. These tasks could require particular level
of employee skills or levels of seniority and therefore, they should be associated with
particular lines of work. On the other side, Kyngäs, Nurmi and Kyngäs (2012) mentioned
about the staff assignment; which could involve the assignment of the individual staff to the
lines of work. It is particularly identified that employee assignment is often done during
construction of the work lines. In this context, Kyngäs, Nurmi and Kyngäs (2012)

51BUSINESS RESEARCH FOR DISSERTATION
commented that it is usually not computationally practical to deal with simultaneously with
all models necessary to create a roster, even though such an approach is desirable from the
perspectives of creating the effective rostering. By decomposing the issue into many and then
separation of modules could make it more tractable as well as often make sense with respect
to a company’s business practice. It can be mentioned that for instance, given shift remain
fixed, task assignment could be carried out at any time before a shift start without causing
any important disruption to the employees.
As put forward by Wongwien and Nanthavanij (2012), the demand modelling can be
treated as a naturally separate module. The author has also highlighted the example that when
rostering to task based demand, it is conventionally possible to choose sensible ways of
aggregating tasks without minimizing the flexibility of the line work creation. From the
literature, it is learnt that until the number of tasks is limited, this aggregation is essential to
make the issue tractable. Furthermore, it is learnt that when rostering to flexible demand,
second order impact could come from the choice of rosters. According to the scholars, it is
not usually possible to match the employees on duty to a particular demand that could vary
on an hourly basis when applying the shifts that are between 6 and 8 hours long.
Consequently, there could be some times when relatively limited number of
employees are on duty and this could lead to a longer customer queues; therefore, creating
artificially larger demand in later time period. The choice of rosters could affect the pattern of
demand. Such impact conventionally remain small and dealing with them by mixing the
demand and rostering modules could lead to significant modelling complications. Thus, in
such cases, where there is an unusual strong interactions, such impact could be suitably
minimized with a small number of iteration. In several applications, the final module, the
employee assignment is performed manually. As put forward by Kasirzadeh, Saddoune
andSoumis (2017), the staff selection could be done from the lines of work based on seniority

52BUSINESS RESEARCH FOR DISSERTATION
and with the help some of consultative process. If this is not the case, then it usually does not
make any sense to consider individual staff at the time of line work construction instead of
treating employee assignment as a completely distinct module.
Theme 3: “Rostering”
As put forward by Ranganet al. (2013), rostering issues consists in sequencing shift duties as
well as days off into patterns for the individual employee or the group of the employees.
Union and legal regulations could impose number of a constraints.
 Minimum and maximum bounds on the number of consecutive days on and days off
 A least amount of rest time and start time differences between consecutive shifts
 Least and maximum and average working hours per week and
 The number of weekends off per period.
An experimental study conducted by Kyngäs, Nurmi andKyngäs (2012), various sorts of
rosters are used in practice including the individual rosters with a separate schedule for each
individual. Hence, Aydemir-Karadag, Dengiz andBolat (2013) also mentioned that if the
concrete employees for each roster line are learnt, the organizations could take availabilities,
preference as well as qualification into a particular account. In addition to this, in airport
practice, rosters are usually planned particularly on an anonymous framework. In airport
practice, the rosters are usually designed and developed on an “anonymous” basis. Schedules
are assigned to workers particularly in subsequent phase. Klabjan, Lee and Stojković
(2012) provided that in North America, rosters made anonymously are often published for
specially for bidding- staff could select roster lines in reducing order of seniority. On the
other side, Erdoğanet al. (2015) mentioned that rosters could be cyclic as well as apply to a
particular group of workers equal to the number of workers. This means one employee will
then start on each roster week. Nonetheless, it is also learnt that cyclic rosters always remain

53BUSINESS RESEARCH FOR DISSERTATION
anonymous and only the employees can group for the whole roster could be learnt.
Furthermore, it is also learnt that rotating shift patterns are conventionally planned for a
whole airline seasons in advance. Thus, it is certain that these could be less flexible as they
do not adapt to fluctuating demand as well as absenteeism. Nonetheless, cyclic rosters could
deliver a maximum extent of fairness as all employees could work on the same patterns. So,
the employeescould easily focus or pay attention to their shits duties on the mentioned days
in the future. Rotation of rosters are often utilized to cover the bottom-line demand by the full
time workers. Therefore, the short-term absence, holidays and other changes in workloads are
considered only after by the swaps of shifts as well as part-time shifts. deArmaset al. (2017)
argued that rostering is often built on the given shifts determined in a preceding shift
planning phase. Nonetheless, if there are some significant restrictions are imposed on the
roster range, it may not be possible to build an efficient rosters on the given demands. This
could be more appropriate to interact shift planning and rostering. Particularly, in the airport
practices, the individual rosters are usually planed manually or with the strong user
interaction based on thee given number of shifts.
Theme 4: “Related Work on workforce scheduling”
The literature indicates that workforce scheduling has received considerable attention since
the first position of an integer programming model for shift scheduling developed by Dantzig.
It is identified that shift scheduling as well as rostering issues are tackled in several different
service industries and even in the airline industry. With a limited exceptions, all publications
tend to aim at covering aggregated workloads provided on a specific discretisation model that
are based on demand with respect to some particular characterization. In this context,
Flórezet al. (2012) commented that the staff scheduling issues are conventionally separated
into shift, day-off as well as tour scheduling. From this particular view, it is worth mentioning
that shift scheduling remains as the problem of specifying or for a particular day, the starting

54BUSINESS RESEARCH FOR DISSERTATION
tomes as well as duration of the days.Kyngäs, Nurmi andKyngäs (2012) mentioned that
day-off scheduling could involve the placement may involve the placement of the days -off
into a cycle or non-cycle roster. Conventionally, target shift number per day are given,
indicating on which week days need properly be placed. From the scholarly studies, it has
been found that several scientist and organizations have adopted sequential approaches for
the solution of overall rostering issue. For example, target shifts numbers for different shift
types are determined and then the days off are scheduled and eventually, shift are assigned to
the rest of the positioning in the rosters. Nonetheless, the scholars have pointed out that single
is independent and it might not be possible at all to find an appropriate roster for the shifts
which was determined in the first step. The scholars have therefore called for an integrated
formulation which subsumed under the notion. Therefore, it is identified that tour scheduling
could involve the simultaneous the determination of shifts as well as the day off positions in
the roster to the demand coverage limitations.
Theme 5: “Scheduling the Workforce”
Scheduling the workforce in the airline industry is an important aspect, which has
helped in enhancing the performance of the business in the market. The smooth functioning
of the rooster helps in mediating the role of the businesses in the market. On the other hand,
the different aspects of the change in the organization are based on the proper functioning of
the workforce in the market. Wongwien andNanthavanij (2012) stated that the development
of the airline industry is based on the smooth functioning of the employees and the ground
staff members of the business. On the other hand, the different aspects of the change in the
airline industry are based on the performance of the people. Limlawan, Kasemsontitum and
Jeenanunta (2014) stated that the understanding of the needs of the people to bring in changes
is based on the proper functioning of the business in the markets.

55BUSINESS RESEARCH FOR DISSERTATION
The different aspects of the change in the functioning of the business are based on the
understanding of the needs of the organizations to bring in changes in the structure and the
functioning of the business. The smooth functioning of the workforce is made effective
through the proper functioning of the business in the markets. Eltoukhy, Chan and Chung
(2017) stated that the proper functioning of the workforce will be helping the aviation
industry to bring in changes in the systems of the organization in the market. The key
elements of the strategies are to utilize the total workforce without a vacancy to meet the
targets of the organization. Meeting the targets of the organization does not pay off the
relevant charges as it affects the proper functioning of the organization in the market. The
understanding of the relevant changes in the media will be helping the organization to bring
in changes in the systems of the business in the market. Van den Bergh et al. (2013) stated
that the proper functioning of the workforce is based on the understanding of the needs of the
business to undertake continuous actions in the market. Saddouneet al. (2012) stated that the
understanding of the needs of the aviation industry is supported through the proper
functioning of the workforce in the markets. It has also helps in maintaining the varied
aspects of the change in the market as per the requirements of the change in the business
structure.
Theme 6: “Operations planning”
The aviation industry has changed rapidly in the last seven to eight years, which is
dependent on operations undertaken by the same in the market. The key elements of the
change that is undertaken by the industry is based on the everyday functioning of the
workforce resulting to the proper functioning. Pachon and Smith (2014) stated that the
scheduling of the workforcein the industry has helped the same in maintaining the balance in
the workforce and thereby promote the skilled functioning of the same.The smooth operating
of the business helps the airline industry to adhere to the bigger deals, which are subject to

56BUSINESS RESEARCH FOR DISSERTATION
the changes in the organizations in the market. Beliën, Cardoen and Demeulemeester (2012)
stated that the profitability of the business is dependent on the changes in the scheduling
process and the manner in which it helps the organizations to bring in modification in their
respective units. However, Xie, Kliewer and Suhl (2012) argued that the scheduling of the
workforce is based on the functioning of the organization and its relative profitability in the
markets. The relative profitability of the aviation industry is based on the smooth functioning
of the business apparatus,which is backed by a supportive workforce. Therefore, the
scheduling of the workforce has helped in bringing in changes in the systems of the business.
The key element of the operations planning that is undertaken by the aviation industry
is based on the understanding of the needs of the business to perform the continuous actions.
Lusby et al. (2012) stated that the continuous actions that are undertaken by the organizations
are based on the needs of the businesses to reduce their costs. The cost reduction helps in the
proper functioning of the business models to bring in improvements in the systems of the
organization in the market. On the other hand, Salazar-González (2014) stated that the
accuracy of the functions that are undertaken by the organizations are facilitated through the
proper scheduling of the workforce in the industry. It helps in the smooth functioning of the
businesses to facilitate and achieve the objectives of the industry to expand and sustain in the
international markets through continuous innovations. Ip, Wang and Cho (2013) stated that
scheduling of the actions that are undertaken by the organizations has helped in maintaining
the different levels of the change in the structure and the functioning of the business in the
market. Giachettiet al. (2013) stated that the proper scheduling and the recordkeepingof the
working hours has helped the industry in keeping a track of the daily payroll processing. The
proper functioning of the payroll processing helps in identifying the different prospects of the
change in the situating of the industry. Chen, Liu and Chou (2013) stated that the

57BUSINESS RESEARCH FOR DISSERTATION
identification of the needs of the employees while forming the rooster of the organization
helps in maintaining the proficient functioning of the business in the market.
Theme 7: “Adhering to the needs of the customers through continuous performance”
The smooth functioning of the workforce is facilitated through the proper scheduling
of the workforce that is undertaken by the aviation industry. The basic development of the
industry is based on the functioning of the workforce and the manner in which the big deals
of the company is adhered. Pinedo, Zacharias and Zhu (2015) stated that adhering to the
different aspects of the change in the market is based on the business deals that are
undertaken by the airline industry. It helps in maintaining the varied aspects of the
modifications in the systems based on the functioning of the workforce in the market.
Barrera, Velasco and Amaya (2012) stated that the day to day performance of the aviation
industry has facilitated the growth of the industry through the acknowledgement of the
business goals and the deals. it has helped the organizations in the industry to sustain in the
competitive fields of providing services based o the needs of the customers. The
identification of the needs of the customers and providing them with the demand requires the
presence of a continuous workforce. Rangan et al. (2013) stated that the day offs will be
affecting the concurrent systems of the business. Therefore, the business has taken steps to
provide the employees with irregular offs to facilitate their needs as well as the needs of the
business to satisfy the demands of the clients. It will be helping the organization to adhere to
the needs of the customers in the market. On the other hand, the characteristic elements of the
change that is undertaken by the organizations has helped in maintaining the varied aspects of
the change in the market structure. The enhancement in the functions of the organizations has
helped in maintaining the varied aspects of the change in the performance of the ABC airline
business. Kasirzadeh, Saddoune andSoumis (2017) stated that the different modes of
improvements in the functions of the organization is facilitated through the identification of

58BUSINESS RESEARCH FOR DISSERTATION
the needs of the customers of the business. Suhl (2013)argued that the dependence of a
service company is more on the customers and less on the stakeholders of the business.
However, both are important for the company, visualized- customers and stakeholders, but
through certain degrees one exceed the other. . On the other hand, Yu (2012) stated that the
identification of the needs of the organization to pay continuous attention to the demands of
the customers and their satisfaction is facilitated through the 24 hours working of the
employees. It has helped the business to bring in continuous improvements in the
performance of the business in the markets.

59BUSINESS RESEARCH FOR DISSERTATION
CHAPTER 5: CONCLUSION AND RECOMMENDATION
The aim of the research was to develop an analysis for the future researcher insisting
on the need of demand-based workforce planning in airline’s ground operation. The
following are some of the key objectives to fulfil the stated aim. It is gathered from the paper
that one of the supervisors of airline organizations have mentioned that mentioned that in
today’s dynamic business environment, the airports must have to transform themselves into
efficient, flexible, results oriented organizations to satisfy the challenge of the future.
The supervisor has also mentioned thatto survive or to operate the operation in this
competitive environment, the airport organizations, particularly the traditional private sector
organizations need to change the approaches to human capital first and other functions may
come later. According to the response of the supervisors, a decade ago, there was a stable
environment both internally and externally but compared to that period, the now environment
now has been uncertain and volatile, which hampers the overall work culture and practices. It
has also been concluded from the paper that the construction of new airport facilities could be
expensive and slow while several airports are slow in the process of expanding. Therefore,
the short and medium term of development in the airline sector could depend on the airports
to run at a high efficiency.
It is also learnt from the managers that airports are rapidly liberalizing the ground
handling operation that have conventionally been subsidized to corporate divisions of the
airport. The subject matter exert has also provided the example that in the European Union,
the liberalization of the ground handling caused an increase in the number of third party
ground handling organizations. On the other side, the emergence of low cost carriers in the
recent time may cause new barriers particularly for the ground handling operations. However,

60BUSINESS RESEARCH FOR DISSERTATION
the expert has mentioned that in contract to the conventional carrier, the low cost carriers run
with very short ground times to reduce amount of expenditure.
Moreover, the research has also revealed views regarding the manager particularly
have mentioned if the organization follows a mission based structure ii which the strategies
and other work principles will be designed and developed on the basis of mission developed
by the organizations itself. Eventually, the manager of the airline organizations have
mentioned to deal with this rapid dynamic environment, the organization should look for or
rely on a more specialized expertise. Skilled and specified expertise will help to categorize
the entire workforce as per the needs and dynamic demands of the workforce. Another
recommendation is provided regarding workforce management that must be specifically
confronted with the some particular barriers of an agile workforce environment. Naturally,
this ultimately can deal with result from the conflict between the predictability of working
time requirements and the care of obligation of an organisation for workforce protection.
Based on the conclusion gathered from the paper certain relevant recommendations
have been offered to the airlines regarding integration of the scheduling process along with
the related crew of the aircrafts. Crew planning, scheduling, aircraft routing along with the
processes of revenue management is recommended to beoptimised within the
separatefinancial silos. This took place predominantly due to the fact that these processes are
carried out manually. Implementation of multi-commodity flow model is also recommended
for the reason that this can facilitate the crews for generation of a schedule highly closer to
the planning horizon.
The integration of crew scheduling aspects has increased considerable cost savings
related wit decreased crew connections in which crews shift one aircraft to another.
Interrogation with the scheduling along with the crew planning process must be maintained

61BUSINESS RESEARCH FOR DISSERTATION
that can facilitate in integrating scheduling along with crew planning processes in order to
attain opportunities for having the crew along with aircraft to be together. Implementation of
such recommendation can facilitate in decreasing connection time for the crew members at
the time of aircraft rotations that cab further increase the airline efficiency.
It is also recommended to the airline companies that among the easiest ways it can be
considered that in order to accomplishing suitable workforce planning providing incentives
for the crew trips is necessary to motivate the potential crew trips. This can also be done by
means of employing forced turns on the soft forced turns in which a desired aircraft turns out
to be soft forged that can indicate relaxation of such turns along with maintaining crew
connections with maintaining crew connections that has attained an objective functions.
Reallocation of the capability that is close to the day of departure. This process is focussed on
enhancing the process that attempts to enhance the overall profitability by developing
strategic aircraft swaps. Such process is also focussed on enhancing the overall profitability
of developing the strategic aircraft swaps. This is deemed to remain between the crew
compatible aircrafts near the departure day that is driven by updated passenger demand
forecasts. There are three major factors that can result in increased profitability. This is
recommended to include the daily forecast variability, forecast error along with
inconsistencies between the inconsistencies between the schedule fleeting and revenue
management methodologies used to produce the schedule and manage the seat inventory.
Moreover, so, with the help of optimized staff scheduling, working time distribution is cost-
efficient and satisfies the requirements, in spite of the fluctuation is workload demand as well
as short-term change. Personnel logistic activities could be demanding and complex. To
ethane them, the organization may require strong and powerful software to support the
resource planning and this is treated as a significant basis for motivated employees and the
success of the organization. The resource planning remains as the core planning of airport

62BUSINESS RESEARCH FOR DISSERTATION
organization and it could determine the productivity of work time as well as the level of
service.
Such recommendations are to be followed by the aircraft organizations in order to
ensure efficient workforce planning that can further increase the profitability and competitive
position within the complex business environment in which it has its business operations.

63BUSINESS RESEARCH FOR DISSERTATION
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