Strategic Human Resource Management Report: British Airways Analysis

This report provides a comprehensive analysis of British Airways' strategic human resource management (HRM). It begins by examining the trends and developments influencing British Airways' HR strategy, including skill requirements, globalization, continuous improvement programs, workforce diversity, and technological advancements. The report then explores the internal and external factors impacting HR practices, such as government regulations, economic factors, workforce demographics, availability of personnel, compensation, and employee relations. It delves into relevant theories and concepts, including organizational behavior theory, human capital theory, and the AMO (Ability, Motivation, Opportunity) theory, and their application to British Airways. Furthermore, the report assesses change management models, specifically Lewin's Change Management Model, and their impact on HR strategy implementation. It also covers the monitoring and measurement of HR outcomes and evaluates effective HR management and development strategies to support sustainable performance and growth. Finally, the report offers suggestions for HR development techniques and concludes with a summary of key findings and recommendations for British Airways' HRM practices. This report is a valuable resource for students and professionals seeking to understand the complexities of strategic HRM in a real-world context.

Strategic Human Resource
Management

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
MAIN BODY..................................................................................................................................3
LO1..................................................................................................................................................3
P1: Trends and Development that influence British Airways HR Strategy -..............................3
P2: Internal and External Factor influence on HR strategy & Practice of British Airways -......4
M1: Impact of external and contextual developments and its impact on HR strategy of British
Airways -.....................................................................................................................................5
LO2..................................................................................................................................................6
P3: Relevant theories and Concepts related to the growth and development of Strategic HRM 6
M2: Human Resource Management theories relate to practice...................................................7
LO3..................................................................................................................................................7
P4: Change management models for HR strategy.......................................................................7
M3: Justification for change management...................................................................................8
LO4..................................................................................................................................................8
P5: Monitoring and measuring HR outcomes.............................................................................8
P6 Evaluate effective HR management and development support sustainable performance and
growth to meet objectives............................................................................................................9
M4: Suggestions for HR development techniques....................................................................11
CONCLUSION..............................................................................................................................12
REFERENCES..............................................................................................................................13

INTRODUCTION
Human resource management of an organization is responsible for developing an
effective organizational working strategy is such a way that company is able to achieve its
organizational goals and also at the same time HRM has to make sure that company is working
as per customer requirements. British airways is chosen for the analysis in this report, the
company operates in tourism industry which provide transportation options to its customers.
Analysis of current trends and their development's impact on HR strategy development is done in
this report with the evaluation of external and internal factors on HR practices is also evaluated
in the report. With that implementation of relevant theories and concepts in context to growth
and development is also done in this report.
MAIN BODY
LO1
P1: Trends and Development that influence British Airways HR Strategy -
Discussed below are the significant recent trends that influence British Airways HR strategy,
which trends make them level ahead from the traditional process -
Amending skill requirements – British Airways to cope up with the sky-scraping
competitiveness, quality, productivity and to manage the diverse workforce focuses on changing
or altering the skill requirements (Bakker and Albrecht, 2018). Company focuses on improving
and building their HR management system with greater productivity. British Airways discuss
with the specialist and adroit about the shortages of skills, to be prepared about the requirements
in approaching days.
Globalization – Companies are not limited doing their business within their borders, companies
today are expanding and practising their business internationally. The rise and the expansion of
British Airways to various different boundaries has generated the need for more HR Managers.
The rise in the cross-border trade and the use of new technological innovation are attracting the
talents from the world and company formulate new strategies for their skill development and to
retain them.
Uninterrupted Improvement Programs – British Airways are now focusing more on the
satisfying its customers as they feel satisfying the customers will lead to success, for this they
hire quality employees. Human Resource Management of the Company allows its employees to
makes sure that there is continuous improvement in employee's life (Personal and Professional)

which is essential for the change as well to cope in the assorted environment. For this to happen
company takes effective measure for the growth of the employees, by providing them required
platform and communicating them on time so that no issue arise and if arise, company can solve
them easily and retain their talents.
Workforce Diversity – Company for its global expansion has to hire people with diverse
backgrounds, which also provide British Airways new development opportunities (Macke and
Genari, 2019). But British Airways has to formulate new strategy and make changes in its
existing strategy for the workforce to keep all of them together and ensure all of them work for
the common goal. HRM of the company does this work by making strategies such as by
providing training and educating people from diverse environment so that they can effectively
manage and deal with one another and to build a participative approach.
Technological Advancement – With the help of technological advancement, the work of British
Airways HRM has become simple and sophisticated. Through the help of technology company
can maintain the safety and security (confidentiality) of the information related to its travellers,
as securing it is extremely essential for its business image, as any issue with that can caase to its
reputation.
P2: Internal and External Factor influence on HR strategy & Practice of British Airways -
The intrinsic ad extrinsic factors can influence the HR strategy of the company in positive as
well as negative way. The impact of these factors depends on the situation going in the
environment of the Company.
External Factors -
Government Regulations – It is essential for the British Airways to abide by all the rules and
regulations of the Country in which its headquarter is i.e. UK and the countries in which they
have their operations in. Being the Airway's company, it has to ensure that it follows the rules
and regulations of all other countries for its smooth operations otherwise in case of any mistake,
company has to bear a huge fine and may also lose its licence of that country.
Economic Factors – One of the greatest influence is also from the economic conditions of the
country. For eg. Recession due to Covid-19, or the Brexit affect in UK has influence of the
economic conditions of the country. Economic factors directly affects the pool of talents and the
ability to hire candidates(Analoui, 2017). Due to Covid-19 pandemic, when there was lock down

in several countries, the airway's industry was also impacted the business was of for 1-3 months
at that time , British Airways about to hire talents but due to loss in the business they did not hire
talents which would have given company the benefits.
Internal Factors -
Workforce Demographics - Workforce positioning is changing with the time. Company should
focus employing new generation people as they come up with the new and fresh ideas related to
companies growth , which can sometimes definitely come-out as success for the company.
British Airways also hire talent and skilled people in their company for the resource management
and workforce planning (Liu and Liu, 2020). Company must take care that the gap between the
skills and abilities is not there because that can have negative impact on the company.
Availability of Personnel – British Airways must focus more the workforce planning as this the
essential issue. Company should have complete knowledge about the unemployment rate in the
countries in which it has its operations because it can benefit the company by reduction in the
cost sometimes, no. of qualified people for their job available, and the availability of applicants
etc. in order to hire the best potential candidates. Company's HRM must identify and attract the
suitable talents.
Compensation – Compensation is also the key issue for the HRM of the company, this is the
most important factor in order to retain and attract the talents. British Airways must pay such
compensation to its employee so that they feel motivated at the workplace and feel differentiated
in terms of comparison with the other competing companies.
Employee Relations – Internal procedures of British Airways, HR activities help in supervising
the no. of employees and their potential to fulfil the necessity of the organization. HR of the
company ensures to focus on the culture of the company and its structure in order to maintain the
good relationships with the employee's by providing them better working environment.
M1: Impact of external and contextual developments and its impact on HR strategy of British
Airways -
HRM is the comprehensive process of managing employees, culture and environment of the
workplace(Karam and et.al., 2017). The HRM of British Airways also help in the efficient
management of the company as it tracks the company's performance. By solving all the problems
of the employees they ensure the smooth working of the company and also makes sure to train

the employees for the relevant skills. Company is always working more to maximize the use of
sustainable competitive strategies.
LO2
P3: Relevant theories and Concepts related to the growth and development of Strategic HRM
The following are the theories of development and growth of strategic HRM discussed below -
Organizational Behaviour Theory -
OB theory is applied to the functions of HRM and helps in understanding what are the thoughts
of people working in organization. This theory also helps in anticipating, identifying and
monitoring events of the organization for HR. With the help of this theory company analyse the
different behaviour that impacts workers efficiency and prediction of effects of different policies
on managing human resource (Gosteva and et.al., 2019). The theory focuses on three
components i.e. what the people are social beings and their activities impacts on each other.
Second, people are concerned about the equality and justice and the results are depended on
these aspects. Third, companies are also embedded as social context and are impacted by each
other. For eg. In British Airways, many employees are working, and their behaviours are
influenced by each other being a social creature and if one gets reward another also start working
about it. And while considering the company, company also tracks the performance of its rival so
that it can grow more than rival's company.
Human Capital Theory -
This theory focuses on the concept of individual's investment in themselves (skills) which
directly increases their productivity. HCT concept is based on the idea that human capital leads
to creativeness which sooner or later result in acquiring higher income. Many theorist claims that
employees productivity and efficiency is increased by the education by raising the cognitive
abilities which is the result of investment in human being. For eg. British Airways have the
particular course in which candidates apply, company provides the knowledge and education and
make the person ready to contribute in its company.
AMO (Ability, Motivational, Opportunity) Theory -
The concept of this theory is that the ability, motivation and opportunity are the elements that
builds employee characteristics that results in organizational success. First, the ability relates to
the practices (effective recruitment and selection process) that HR undertakes to ensure that

employee has gained the required skills and knowledge to perform their part. Second, motivation
relates to the performance of the employee and the amendments done by the HR to motivate the
employees working at the workplace (Rigby and Ryan, 2018). Fore example; British Airways
increases motivation through communicating performance feedback to their employees and
providing them financial rewards. Third and the last component of the theory is the opportunity,
HRM practices aims to engage employees involvement by providing them opportunities,
opportunities such as delegating the decision-making authority and responsibility to middle and
lower baseline by sharing information. All these components helps in building the trust in
employees for the organization and company fastens through collective work.
M2: Human Resource Management theories relate to practice
AMO theory relates to practice in British Airways because employees have to be
motivated for implementing organizational changes in such a way that they are able to surpass
their working abilities and achieve a higher position which will provide them better opportunities
within the organization.
LO3
P4: Change management models for HR strategy
Lewin's Change Management Model-
Lewin's change management model is one of the widely used model which provide high
level of organizational working structure change. This is divided into three different stages which
are as following.
Unfreeze-
This stage is the introductory stage in which effective communication with employees is
established and employees are empowered to analyse the current working procedure in such a
way that they are able to understand the requirements of change and can analyse the important of
change (Knies and et.al, 2017). This is important for HRM at British Airways that it is able to
clarify the requirement of change in front of its employees in such a way that they can establish
effective communication among each other by which HRM can ensure the it faces less amount of
resistance while implementing these changes. With that it can also ensure that employees are
able to provide effective suggestions to improve the effectiveness of working strategy, which
will ensure that company is able to work as per the requirement and is able to achieve its
organizational goals.

Change-
This is the stage at which employees are well-prepared to implementation of change and
organizational change is implemented in this stage, this is important because since working
changes are implemented in this stage because of which good and effective leadership is required
in this stage which can establish effective communication with employees. Through this step it
can increase the chances for effective implementation of these changes on the physical grounds
by which chances for goal achievement can be increased (Yong and Mohd-Yusoff, 2016). In this
stage HRM at British Airways has to make sure that side ways operations are implemented on
the ground level in which employees are able to concentrate at their working place and also the
changes are implemented. Through this HRM can make sure that uninterrupted high level of
work is implemented at workplace which will increase the probability of goal achievement.
Refreeze-
This is the final stage in which changes are completely implemented at the ground level
and employees are capable for implementing these changes on the ground level. This is
important for HRM at British Airways that employees are able to work as per the current new
updated working procedures because by this it can ensure the developed working procedures are
being implemented on the ground level and by which it can check the effectiveness of developed
procedure. This is important step for HRM to closely evaluate the implemented changes because
by this it can ensure that developed working strategy is able to fulfil all the weakness but is
having the advantages of new developed modifications.
M3: Justification for change management
Lewin's change management model enable HRM to showcase the requirement for the
change to employees by which it can ensure that employees are able to think is the perspective
by which company's performance can be increased. Also with that it make sure that since
employees are able to understand the requirements of change therefore less amount of resistance
can be seen during the phase of implementation of these changes which will increase the chances
for goal achievement.
LO4
P5: Monitoring and measuring HR outcomes
HRM has to make sure that British Airways is able to achieve its organizational targets
and for which it has to closely monitor the organizational working processes with the help of key

performance indicators which enable HRM to check the effectiveness of its developed
organizational working strategy. HRM can use several key performance indicators on the basis
of its requirements, these KPI are the indicators which empower HRM to evaluate the
effectiveness of the implemented change (Zehir and et.al, 2016). In order to achieve this HRM
monitor the current working capacity of these KPI and then after the implementation of change
with the help of scheduled monitoring HRM evaluate the changes which accrues in it. Following
are the KPI which are used by HRM.
Employee satisfaction-
This is one of the main factors which HRM has to make sure that is being satisfied, which
is employee’s satisfaction in terms of goal achieving capabilities and in context of evaluating the
effectiveness of the implemented changes. This is important because organizational changes are
made in order to make sure that the working productivity is increased and for which employees
must be able to work as per developed working procedure by which HRM can analyses the
effectiveness of working strategy (Delery and Roumpi, 2017). This factors is important because
employees are not able to work as per the developed working procedure then their engagement
with the organization will de decreased and since employees are responsible to performing
organizational operations therefore unsatisfactory will lead to decrement in their loyalty.
Training investment per Employee-
HRM has to make sure that company is able to work as per changing market trends by
which it can ensure that company is able to achieve its organizational targets and thus it has
monitor the current working environment and then develop working change in such a way that
British Airways is able to work as per changing market trend and for which it has to make sure
that employes are able to work as per organizational requirements. Thus HR has to provide
training to then in such a way that their productivity is increased but also has to make sure that
organizational expenditure are done in an controlles way. Through this HRM can make sure that
organization is able to work as per changing market trends which will enable to maintain high
level of relationship with customers and thus resulting increased loyalty.

P6 Evaluate effective HR management and development support sustainable performance and
growth to meet objectives.
HR of British airways are very active and had made strategies to reach towards the objective of
the company. HR work with the team and educate them that how they can work together to
achieve the goals. HR of the company evaluate the work of the employees to know that they are
reaching towards sustainable goals or not. At the time of hiring also HR of the company make
sure that they hire such candidate who understand the objective of the company and find out its
goal in company's goal (Boon and et.al, 2018). Sustainability measure requires proper training
so, HR should provide training to their employees because this will help to brush the skills of the
employees. Incentives and rewards is provided by the company. Company knows that this will
motivate the employees and eventually increase their productivity.
They also do appraisal of the employees and appreciate them for the good performance. Through
this employee will feel that they are valued by the company, and they work more and help the
company to achieve the objectives. Company can even include their employees in the decision-
making process. This will help the company to generate innovative and creative ideas. Nowadays
innovative products are in demand because it attracts a large customer base and increase the
sales. Company should appreciate that employees whose idea help them to increase the sales. HR
should create such environment which retain their employees. Employees should feel safe and
enjoy their work. British airways HR should ensure that there is no communication gap with
employees or with shareholders (Chams and García-Blandón, 2019). Lack of communication can
result in confusion and which will cause delay in reaching towards the objectives.
Hr can help to increase the growth of the organization. They can organize various programs for
employees so that they get the break from the work and after that when they return to the work
they will be more energetic which will improve their productivity. HR should also make such
strategies. HR should provide proper culture to the employees and should listen to them. Their
queries should be solved so that this will not affect their work. Company believes that
sustainable approach is very important for the organization. By doing social responsibility
company can retain and increase their customer base. Consumer supports those companies who
do social responsibility. The brand value of the company improve. And consumer also feel that
buying product from them will help the company to contribute into the society and business

reputation also improve in the eyes of society and government. Employees of the company also
get motivated when they come to know about the social activities done by their company. This
will increase the morale of the company. British airways do women empowerment they believe
that male and female are equal for company. They do not do discrimination on the basis of age,
gender, colour, caste, religion etc (Makedon and et.al., 2019).
M4: Suggestions for HR development techniques
In the current time when due to COVID-19 governments at global level are forced to
implement lock down and travelling is reduced therefore HRM at British Airways is responsible
for developing effective working strategy in such a way that employee’s working can be
increased company's working is also improvised as per the changing trends. Through this it can
ensure that company is able to attract customers and goals are achieved.
CONCLUSION
From the evaluation is this report it can be concluded that HRM has to develop and
improvise organizational working in such a way that company's working can be increased but
due to external factors HR decision-making is affected. HRM has to make sure that company is
able to achieve its organizational targets and for which it has to fulfil company's skills
requirements in such a way that it is able to empower organization to work according to the
increasing globalization with the help of technological advancements. HRM has to continuously
monitor company's working performance in such a way that it can ensure that company is
working as per the requirements. Thus theoretical implementations are used for development of
strategy but through the proper implementation of monitoring and measuring HRM can increase
the chances for goal achievement.

REFERENCES
Books and journals
Chams, N. and García-Blandón, J., 2019. On the importance of sustainable human resource
management for the adoption of sustainable development goals. Resources,
Conservation and Recycling.141. pp.109-122.
Makedon, V. and et.al., 2019. HUMAN RESOURCE MANAGEMENT FOR SECURE AND
SUSTAINABLE DEVELOPMENT. Journal of Security & Sustainability Issues.8(3).
Bakker, A.B. and Albrecht, S., 2018. Work engagement: current trends. Career Development
International.
Rigby, C.S. and Ryan, R.M., 2018. Self-determination theory in human resource development:
New directions and practical considerations. Advances in Developing Human Resources. 20(2).
pp.133-147.
Macke, J. and Genari, D., 2019. Systematic literature review on sustainable human resource
management. Journal of cleaner production. 208. pp.806-815.
Karam, E.P., and et.al., 2017. Authentic leadership and high-performance human resource
practices: implications for work engagement. In Research in personnel and human resources
management. Emerald Publishing Limited.
Analoui, F. ed., 2017. The changing patterns of human resource management. Routledge.
Gosteva, O., and et.al., 2019, August. Analysis of trends in the global development of modern
big business. In International Scientific-Practical Conference “Business Cooperation as a
Resource of Sustainable Economic Development and Investment Attraction”(ISPCBC 2019).
Atlantis Press.
Liu, M.S. and Liu, N.C., 2020. Impact of human capital strategies on employee attitudes and
behavior: a view of internal and external labor markets. International Journal of Manpower.
Delery, J.E. and Roumpi, D., 2017. Strategic human resource management, human capital and
competitive advantage: is the field going in circles?. Human Resource Management
Journal. 27(1). pp.1-21.
Boon, C. and et.al, 2018. Integrating strategic human capital and strategic human resource
management. The International Journal of Human Resource Management. 29(1). pp.34-
67.

Zehir, C. and et.al, 2016. Strategic human resource management and firm performance: the
mediating role of entrepreneurial orientation. Procedia-Social and Behavioral
Sciences. 235. pp.372-381.
Yong, J.Y. and Mohd-Yusoff, Y., 2016. Studying the influence of strategic human resource
competencies on the adoption of green human resource management
practices. Industrial and Commercial Training.
Knies, E. and et.al, 2017. Strategic human resource management and public sector performance:
context matters.