HRM Report: Work-Life Balance, Employee Types, and Airline Strategy

This report delves into human resource management, exploring the diverse profiles of various worker types within an organization, including defenders, friends, stars, directors, builders, experts, and creators, highlighting their unique needs and motivations. It emphasizes the critical importance of work-life balance, particularly during economic uncertainties, and offers strategies for achieving it. The report further examines the work patterns and demands associated with each employee type, underscoring the growing prevalence of work-life conflicts and their impact on employee wellbeing and productivity. It then analyzes the competitive strategy of an airline, considering its pricing advantages, barriers to entry, supplier and buyer power, and the intensity of competition within the industry. Finally, the report outlines work and leave arrangements for different employee groups within the airline, such as pilots, flight attendants, maintenance workers, and office staff, underscoring the importance of a healthy working environment for employee motivation and productivity.

Running head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
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Proposal of a specific work or leave arrangements
The typical profiles of the various types of workers in the organization are discussed
as follows;
The defender (Manager)
This particular worker seeks stability, predictability and security. They like well
established and stable organizations which give clear goals and set the routines of the career
paths.
The friend (Work friends/ colleagues)
These types of workers seek friendships, belonging as well as fulfilling relationships.
These workers have excellent social activities and seek opportunities to help others. They are
very good team workers.
The star (Expert performer)
They seek respect, social esteem and recognition. These workers like the visible perks
which are linked to their positions, job titles, opportunities to shine and clear hierarchical
structures.
The director (Board members)
They seek control, power and influence over other people as well as resources. These
employees like leadership or managerial roles along with visible and clear responsibilities for
resources and people, promotion and career prospects (Boxall & Macky, 2014).
The builder (Contractors)

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These workers seek material satisfactions, money as well as above average living.
They like reward and performance to be strongly linked with their professions. They are more
drawn to the professions which have visible routes of promotion and above average
payments.
The expert (Team leaders)
These employees seek specialization, mastery and knowledge. They like the roles
which require specialist skills and knowledge. They are motivated by the environments where
the personal development is led to form recognition of the expertise.
The creator (Creative mindset/ Leader of the team)
They seek creativity, change and innovation. They have a liking towards problem
solving, innovative organizations, developmental activities and challenging environments.
They involve themselves into the generation of new and innovative ideas (Kossek & Lautsch,
2012).
Work Life balance
Managing a healthy professional and personal life balance can be a challenging task
and at times, it becomes more intimidating especially during economic stagnation as well as
uncertainty. Achieving a healthy work life balance highly requires managing the personal as
well as professional life in various manners that keep the workers’ energy flowing. It is
important for any organization to offer their employees with a balanced work life as it keeps
them happy. The organizations must give due attention to different things which fulfill and
enrich the workers. This includes fitness and health, career and work, relationships and
family, community services, spirituality, passions and hobbies, recreation and rest and also
intellectual stimulation. In order to have a proper and balanced work life, employees should

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analyze their current situation and maintain a time log of everything (Swaminathan &
Rajkumar, 2013).
Moreover, the organizational managers and leaders must organize social gatherings
and encourage their employees to bring their family members along with them. In addition to
this, the employees must be motivated to determine their priorities. The employees must be
motivated to spend some serious time reflecting on what is more important for them. In
addition to this, they must set specific goals and schedule scrupulously. Moreover, setting
realistic and fair limits can also prove to be beneficial on the long run. Furthermore, clearly
communicating these limits and boundaries to the co-workers, partners, family members and
supervisors is also immensely important. Last but not the least, employees must take proper
care of their health and it should be on the top of their priority list (Sturges, 2012).
Work patterns and the demands of these workers;
The defender
The activities of the defenders typically involve setting up of organizational goals and
objectives. They also need to perform some marketing functions, conduct market research,
product planning and competitive evaluations.
The friend
Their working patterns are similar to that of the employees of any organization. They
perform their daily activities of achieving daily targets and also fulfill the duties of helping
their co-workers and socializing with others.
The star

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They are highly recognized in the organization because of their star performance.
They are particular about their working hours and perform their duties within the given time,
which gives them opportunities to shine. They are well aware of the organization’s clear
hierarchical structures (Yukl, 2013).
The director
The directors perform their leadership power and seek control and influence over
other people and also, resources. They are highly competent and have visible and clear
responsibilities for resources and people, promotion and career prospects.
The builder
They seek material satisfactions and money above average living. These workers like
reward to be strongly linked with their professions. Their professions have visible routes of
promotion and above average payments.
The expert
Experts are the ones who seek specialization, mastery and knowledge. They are more
inclined to the roles which require specialist skills and knowledge. In addition to this, these
employees are motivated by the environments where the personal development is led to form
recognition of the expertise.
The creator
Creators seek creativity, originality, change and innovation. They prefer solving
difficult problems and have a liking towards innovative organizations, developmental
activities and challenging environments. They also like generating new and creative ideas and
concepts (Cummings & Worley, 2014).

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Growing prevalence of the work life conflicts is highly affecting the employees’
wellbeing and this in turn, create challenges of management. High conflicts at the workplace
diminish productivity and also increase the costs of employee health care. Each and every
employee has different working hours depending on their job positions. However, the
working hours, availability through the technology, working flexibility, national culture and
the governmental policies highly influence the professional and personal life balance of the
workers. However, the role of the organizational culture as well as support needs to be more
and more significant than the human resource practices for enhancing the employees’
wellbeing. For the organizations to enhance the wellbeing of the personnel, it is beneficial for
the organizational culture to provide the employees with organizational support and develop
formal offerings of wellbeing (Rehman & Azam Roomi, 2012).
However, there are several factors which the organization needs to consider for
offering a proper work and professional life balance. The first factor which the managers
need to focus is the working conditions of the organization. The working conditions include;
positive working environment, flexible working hours, achievable targets and deadlines and
less overtime ensures proper work life balance (Spinuzzi, 2012). The second factor includes
the facilities which are provided within the organization. The third and the most important
factor is the performance level of the employees and lastly, the support from the organization
(Berman et al. 2012).
The competitive strategy of the airline is discussed in this part of the paper. Philippine
Airline has been certified as the four star airline by the Skytrax, which has conducted a
rigorous audit of the Airline. The organization has staff service standards as well as product
quality. The company has managed to provide its customers with the desired experience
across all phases of their travel. In addition to this, the company has certified reports and
documents from the governmental officials regarding the quality and emission of pollution.

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Moreover, it has strong reputation and noted major enhancements as per customer
satisfaction is concerned.
Customers prefer getting the best of experiences at minimal rates. The Philippine
Airline has pricing advantages as well. They serve the customers with the best of services at
minimal and reasonable costs. The lower costs of the Airline are highly attractive for the
organization itself and it resulted in the high demand as compared to other Airline Groups.
The competitive cost advantage in the Airline industry is the constantly moving target for any
organization. The company can however, get affected by the cyclical effects which will lead
them to the reduction in the travels of all types of individuals (Mowday, Porter & Steers,
2013).
However, the company can get affected by the threats of the new entrants into the
market. It is very easy for new Airlines Company to come into this industry and intensify the
competition. Therefore, the company needs to set its pricing strategy in accordance with that.
The major barriers can be profound consumers’ loyalty towards the key brands, incentives of
buying from a particular firm such as loyalty programs, scarce resources, excessively fixed
costs and prices, switching governmental policies and laws and prices of the Airlines
industry. In addition to this, the power of the suppliers also plays an inevitable role in this
(Homsombat, Lei & Fu, 2014).
If the single supplier has very powerful influence over the firm’s marginal controls as
well as volumes it can highly impact the overall business of the organization. Moreover, the
suppliers can gain substantial powers from different sources like the monopoly of the given
product; higher costs can lead to the switching of suppliers, unavailability of the substitutes
and the particular products being highly significant to the buyers or the suppliers.

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Furthermore, the power of the buyers also plays a significant role in this. This refers to the
amount of the pressure that the buyers can apply to the organizations.
In addition to this, the availability of the substitutes can also determine the probability
by which the consumers can switch to a particular product and service of the company’s
competitors. Moreover, intensity of the competition determines the degree to which the rival
groups can affect the overall business of the organization. Last but not the least, it can be said
that the Airlines industry is becoming a fiercely competitive market. In modern days,
significant changes have led to the increased potential of the future needs of the industry
(Grant, 2016). The major factors include the capacity of the airport, routes of the airlines,
technology, costs of purchasing or leasing the aircrafts and more.
Work and leave arrangements of the following employees of the organization;
Pilots: The Airline’s pilot fly an average of 75 per month. Moreover, additional 150
hours are required per month for performing other duties like checking the weather
conditions and preparing the flight plans. They have variable schedules of work which
includes some day offs as well. They have to spend several weeks away from their homes due
to flight assignments however; they get special allowances for meals and accommodations.
Flight attendants: The flight attendants’ work schedule is a bit unpredictable like
that of the pilot’s. They work in the weekends and holidays as well. Most of the attendants
are limited to working twelve hours shifts but some are also allowed to work fourteen hours
shifts. They spend at least 65 to 85 flight hours per month and also have opportunities of
working overtime. They get twenty four leaves per year.
Maintenance workers, cleaners and baggage handlers: They are required to work
ten to twelve hours for six days. They get extra payments for working overtime. In addition to

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this, they are also offered alternative work arrangements, rotational shifts and twenty four
days leave in a year, like others.
Call centre operators and office workers: The organization provides flexible work
schedule to the office workers and call centre operators. They have to serve the organization
for eight to ten hours including half an hour break. However, they get thirty additional leaves
per year, apart than sick leaves, early leaves, emergency leaves and others. They can take one
day off per week. However, they don’t get paid extra for working overtime.
There are additional leaves as well, such as early leaves, sick leaves, emergency
leaves and others, which are applicable to all employee types. The human resource managers
of the company have successfully provided the employees a healthy working environment,
which in turn motivates the employees and increases their productivity level (Kossek &
Lautsch, 2012).

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References
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Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage
learning.
Grant, R. M. (2016). Contemporary strategy analysis: Text and cases edition. John Wiley &
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