Improving HRM: No Name Aircraft Case Study Analysis

This case study examines the HRM challenges faced by 'No Name' Aircraft, an international company with subsidiaries in multiple countries. The CEO, concerned about profitability and potential takeover, seeks to improve shareholder return. The company struggles with a negative culture, communication breakdowns, and resistance to change. The assignment focuses on HRM strategies to address these issues, specifically highlighting on-the-job training, mentoring, job rotation, and transfer as key solutions. The analysis emphasizes the benefits of these approaches, including enhanced employee skills, improved communication, and a more positive company culture. The study explores how these strategies can be implemented to improve employee engagement, productivity, and overall organizational effectiveness. The recommendations aim to foster a more collaborative and efficient work environment, ultimately increasing the company's competitiveness and safeguarding its future.

Running head: HRM IN GLOBAL ECONOMY
HRM IN GLOBAL ECONOMY
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1. On-the-Job Training and Mentoring
On the job training and mentoring will help the employees at the organization to learn by
actually performing on the task that is allocated to the particular employee. This will enable
the employee to perform the job and learn on the progress of performing the actual job. It can
be structured by utilizing the hands on application which is highly supported by the
instructions from the mentors of the organization (Batalla-Busquets, & Pacheco-Bernal,
2013). This method of training the employees in the organization offers them a chance to use
wide range of tools and techniques, utilize the resources of the organization with the existing
staffs. This will enable the employees to better understand the role of the employee and help
them to perform the duties effectively. The method of on the job training is considered to a
most suitable way to immerse new recruits in the organization’s culture and people. If
properly executed, both the employee and the employer can benefit from it. It ensures that the
employee gets on boarded successfully (Craig et al., 2013). The benefits of these methods are
that it has a lasting and has a positive impact on the company, thereby maintaining its
reputation. The 'on the job' method and mentoring enables the employees to be more
productive and enable the business organization to be more competitive. This will create a
positive company culture by attracting quality talent to the business organization. Further,
mentoring is the best way to train the employee to perform a specific task and it seeks to
comprehensively train the new employee on the duties of their role. Mentoring will enable
the employees to clearly highlight the requirements expected by the organization from the
organization; it also ensures that the work is done efficiently and successfully. The mentors
are usually a senior staff member of the organization who provides support and guidance to
the new staff member of the organization. This will enlace the skills and knowledge of the

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employees. On the job training and mentoring will also ensure effective communication and
value diversity in ‘No Name’.
1. Job rotation and transfer
Job rotation is systematic movement of employee from one particular job to another. Job
rotation is considered as a practice of transferring a new recruit to perform different role in
the organization. With the job rotation an employee of the organization is provided with an
opportunity to perform a different kind of job which might enrich the skill and knowledge of
the concerned employee (Kampkötter, Harbring & Sliwka, 2018). This methods id highly
important as it provides them broader experience and helps to train the employees in variety
of skills. Further, job rotation and transfer helps the employees to improve their knowledge
and have a better understanding of the team and the work which the employee is responsible
for on daily basis. Job rotation and transfer also helps the employees to overcome monotony
of their work and gives them to experience new ideas while enhancing their knowledge and
skill. It also helps the employees to understand the best points of contact for each team (Khan
et al., 2014). Just like mentoring, job rotation helps the employees of the organization to
develop a strong bond with the exiting co-members of the team and the staff member from
the range of departments. It helps the business to boost the confidence of the employee and
helps to transparent the group of employed from the departments (Triggs & King, 2014).
Thus job rotation and transferring will enable the employees at ‘No Name’ to better
understand each other, which has been lacking. This will increase interaction among the staff
and ensure smooth flow of communication in the organization. This will ensure professional
development in ‘No Name’.

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References:
Batalla-Busquets, J. M., & Pacheco-Bernal, C. (2013). On-the-job E-learning: Workers'
Attitudes and Perceptions. The International Review of Research in Open and
Distributed Learning, 14(1), 40-64.
Craig, C. A., Allen, M. W., Reid, M. F., Riemenschneider, C. K., & Armstrong, D. J. (2013).
The impact of career mentoring and psychosocial mentoring on affective
organizational commitment, job involvement, and turnover intention. Administration
& Society, 45(8), 949-973.
Kampkötter, P., Harbring, C., & Sliwka, D. (2018). Job rotation and employee performance–
evidence from a longitudinal study in the financial services industry. The
International Journal of Human Resource Management, 29(10), 1709-1735.
Khan, F., Rasli, A. M., Yusoff, R. M., Ahmed, T., ur Rehman, A., & Khan, M. M. (2014).
Job rotation, job performance, organizational commitment: An empirical study on
employees. Journal Of Management Info, 1(3), 10-13.
Triggs, D. D., & King, P. M. (2014). Job rotation. Professional safety, 45(2), 32.
Zhao, Y., Chen, R., Wang, B., Wu, T., Huang, Y., & Guo, A. (2014). General practice on-
the-job training in Chinese urban community: a qualitative study on needs and
challenges. PLoS One, 9(4), e94301.