HRM201 - Qantas Case Study: HRM Strategies for Competitive Edge

This presentation evaluates the Human Resource Management (HRM) practices at Qantas Airways, Australia's largest airline, focusing on how these practices contribute to the company's competitive advantage. It highlights Qantas's commitment to streamlining organizational activities through division of labor and specialization, emphasizing the significance of employees. The presentation examines key HRM activities such as job analysis and design, which help determine training needs and understand employee behavior. It also discusses the importance of employee training and development, supported by significant investments in training centers. Furthermore, the presentation explores various employee motivation programs, including reward bonuses and performance evaluations, which have helped Qantas maintain its brand and position in the market since its privatization in 1995. The company's focus on these HRM activities has led to affirmative results and growth, enabling it to serve over 140 destinations worldwide.

QANTAS HUMAN RESOURCE MANAGEMENT
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QANTAS AIRWAYS
 Qantas Airways remain Australia’s largest airline
 Airline has expanded its operations to almost 140 destinations (Australian associated press 2014).
 The airline has also over 37,000 employees, becoming the largest employer in Australia (Qantas 2010).

INTRODUCTION
 most companies and organisations in Australia are striving to streamline their organisational activities
 Organisations have come up with idea of division of labor and specialization (Bratton and Gold 2017, pp.26).
 Employees remain the most significant aspect of any department (Stahl et al. 2012, pp.32).

CONTINUATION
 Human resource management aims at recruitment, management and provision of the right direction among
workers (Bratton and Gold 2017, pp.24).
 Activities include recruitment and hiring of new employees, orientation and training of current employees,
employee motivation and remuneration, and job design analysis (Cascio 2018, pp. 42).
 Human resource play a key part in today's world (Briscoe et al. 2012, pp.42).
 main aim of presentation is to evaluate how Qantas Airways-Australia (Qantas 2010).

JOB ANALYSIS.
 Qantas has put job design and analysis as the pillar of its HRM
 Job analysis is seen as the core aspect required in all the human resource management activities.
 Employees work towards achieving the goals of the Qantas Airways (Qantas 2010).

CONTINUATION
 Qantas airline is able to determine the different training needs of its workers.
 the process of the job analysis helps the company’s HRM to understand some of the things that affect the
employee behavior (Budhwar and Debrah 2013, pp. 12).
 Job analysis will help Qantas Airways to determine what the employees need to be trained (Qantas 2010).
 Job design aims at ensuring that it outlines and organizes duties, tasks and responsibilities (Cascio 2018, pp. 44).

DEVELOPMENT AND TRAINING OF PERSONNEL
 Training is an act or process of learning system of a set behavior (Berman et al. 2012, pp.142).
 Training within an organisation can be necessitated by organisational complexity, technological advances and
human relations (Stahl et al. 2012, pp.32).
 Training incorporates many things ranging from leadership training to employee orientation (Storey 2014, pp.
20)..
 many companies like Qantas Airways looks at training as an important function of human resource

CONTINUATION
 Qantas airways are spending much resources and money on training.
 According to human resource theory, employees require maximum support from the human resource function
(Brewster et al. 2016, pp. 132).
 Training is seen as an important aspect in ensuring vital piloting skills (Storey 2014, pp. 22).
 In 2009, the Qantas opened training centers worth approximately $10 million (Australian associated press 2014).
.

EMPLOYEE MOTIVATION
 Motivation can be described best as the force from internally that drives an employee to more (Budhwar and
Debrah 2013, pp. 15).
 To achieve higher levels of productivity and help the organisation to withstand the increasing global competition,
the managers within an organisation have the responsibility to motivate their employees (Truss et al. 2012, pp. 64)
 Qantas Airways have adopted various motivation programs to ensure effectiveness in their organisations (Qantas
2010).
.

CONTINUATION
 motivation can come in terms of reward bonuses or any financial gain, salary increment, free training, promotion
(Budhwar and Debrah 2013, pp. 16).
 Company has also been evaluating their employees every year (Hendry 2012, pp.75).
 Qantas Airways has grown tremendously to maintain its position as the largest airline in Australia (Qantas 2010).
 Qantas’ employees have been able to put a lot of effort to maintain the company’s brand.

CONCLUSION
 Human resource plays a key part in today's world and have a huge influence on human resource practices on
workers. Since its privatization in 1995, the company has undertaken immense changes which include the
adoption of various management practices in order to achieve and maintain a competitive advantage in the airline
market. The company has majorly been involved in streamlining in HRM activities such as job analysis and
design, development and training of its employees, employee motivation among other. This has ensured
affirmative results and growth of the company to be the leading airline in Australia with over 140 destinations
across the world.

REFERENCES
Australian associated press (Dec 2014) Qantas shakes up management as international and domestic chiefs depart.
The Guardian. [Online]. Retrieved from:
https://www.theguardian.com/business/2014/dec/12/qantas-shakes-up-management-as-international-and-domestic
-chiefs-depart
[Accessed on 12 April 2018]
Berman, E.M., Bowman, J.S., West, J.P. and Van Wart, M.R., 2012. Human resource management in public service:
Paradoxes, processes, and problems. Sage, pp.135-150.
Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave, pp. 23-29.
Brewster, C., Chung, C. and Sparrow, P., 2016. Globalizing human resource management. Routledge, pp.130-134.
Briscoe, D., Tarique, I. and Schuler, R., 2012. International human resource management: Policies and practices for
multinational enterprises. Routledge, pp. 34-50.
Budhwar, P.S. and Debrah, Y.A. eds., 2013. Human resource management in developing countries. Routledge, pp.
11-21.