MBA401 Report: People and Organization Management at Qantas Airways

This report provides an analysis of Qantas Airways' people and organization management strategies, focusing on performance, culture, and employee engagement. The report delves into Qantas's initiatives, including visible leadership and transparency for performance, inclusive culture emphasizing diversity, and pilot training programs for engagement. It examines how these initiatives contribute to the airline's success and includes recommendations for improvements. The report suggests enhancing performance through collaboration, promoting diversity training for culture, and utilizing online communication for improved employee engagement. The conclusion highlights the effectiveness of the initiatives and the importance of ongoing improvement for maintaining a competitive edge in the airline industry. The report covers key aspects of Qantas's HR practices and offers valuable insights for organizational management.

Running head: PEOPLE AND ORGANIZATION MANAGEMENT
PEOPLE AND ORGANIZATION MANAGEMENT
Name of the Student
Name of the University
Author Note

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Table of Contents
Introduction....................................................................................................................2
Performance-related initiatives......................................................................................2
Culture-related initiatives...............................................................................................3
Engagement-related initiatives.......................................................................................4
Recommendations..........................................................................................................5
Conclusion......................................................................................................................6
References......................................................................................................................7

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Introduction
Qantas Airways is an Australian airlines organization that has developed its position
of largest airlines based on the fleet size, international destinations and international flights.
Qantas is also the third oldest airlines organization in the world after Avianca and KLM. The
organization was established in the year 1920 and the operations of international flights had
started their operations in 1935 (Qantas.com 2019). Qantas Airways has its base in Sydney
and the main hub of the organization is located at the Sydney Airport. Qantas has gained 65%
share in the domestic market in the year 2014.
The report will be based on the analysis of different types of initiatives that have been
implemented by Qantas Airways in improvement of employee performance, developing the
culture of the organization and increasing levels of employee engagement (Qantas.com
2019). The ways by which these initiatives have been able to provide benefits to the
organization will also be analysed and discussed in the report. Recommendations will be
provided based on improvements that can be made in the initiatives that have already been
implemented in different organizational aspects.
Performance-related initiatives
Qantas had faced major challenges in the year 2012 based on high levels of
competition from the international and domestic airlines based organizations. The increase in
levels of competition is considered to be an important factor that is able to affect wide-
reaching strategy developed by Qantas Airways. The feedback offered by customers and
levels of engagement are considered to be important factors that have influenced the
operations of Qantas. The strategy that has been implemented by Qantas Airways is based on
development of strategy and collaboration with different parts of the organization (Ahammad
et al. 2016).

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The initiatives that have been developed by Qantas are also based on the people and
customers of the organization. The performance based initiative that has been implemented
by Qantas Airways is related to the development of visible leadership and high levels of
transparency within the organization. The visible leadership qualities are considered to be
effective for the ways by which employees are able to depict the best levels of their
performances in the organization (Alvesson and Sveningsson 2015).
The leadership has been developed in such a manner that is able to impact the work
process of the employees and their productivity levels as well. The transparency of leadership
is considered to be an important factor that can affect the operations of organizations in the
highly competitive environment. The short term and long term related strategies that have
been developed by the organization are also considered to be important factors that are
influenced by the ways by which leadership is developed (Gambi et al. 2015). The targets and
objectives that are set by the organization can also be achieved with the help of proper
leadership activities that are performed by the members of the management. The
collaboration between the employees and leaders is considered to be an important factor that
is able to affect the performance levels (Hartnell et al. 2016).
Culture-related initiatives
The diversity of experience and thoughts is considered to be an important part of the
culture that has been developed by the organization. The inclusive culture of the organization
has provided major levels of contribution to the success of Qantas Airways in the airlines
industry. The major objective of the organizational operations of Qantas Airways is related to
the ways by which better business outcomes can be achieved with proper improvement of
people experience. The accountability levels based on diversity and inclusion are related to
the effective operations of Qantas Airways (Körner et al. 2015).

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The major culture initiative that is implemented by Qantas Airways is thereby based
on effective inclusion and diversity related activities. The inclusive environment is able to
provide an effective experience to people and also support to them to reach the highest
potential. The diversity in Qantas is based on the methods of working, enhancing the talent
pool and ensuring high levels of diversity as well. External leadership is also able to influence
the levels of diversity and inclusion in the airlines industry (Laforet 2016).
The Indigenous Australians are also supported in a huge manner by the diversity
levels that have been developed in Qantas. The solid foundation of diversity and inclusion
that has been formed by Qantas is related to the ways by which focus can be increased on
better self-reflection. The major focus areas that are based on the diversity levels developed
in an organization mainly include, gender balance, life stages and ages, LGBTI, accessibility,
indigenous and cultural diversity (Leal-Rodríguez et al. 2015).
The organization has been able to implement high levels of inclusion in the operations
with the support that is provided by different types of employees. The organization has been
highly successful in the ways by which the relationships have been developed between the
employees who belong to different cultural backgrounds and the leaders (Martinez et al.
2015).
Engagement-related initiatives
The airlines organizations are able to rely on the supply chains and tasks that come
together at a right time in order to deliver safe and reliable services to the customers. The
people or employees of the organization play a major role in the ways by which the high
levels of investments made by Qantas on training, leadership and engagement can be made
effective. Qantas Group has implemented engagement based surveys that are based on the

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ways by which the services provided by employees and their commitment levels can be
measured (Peretz, Levi and Fried 2015).
The surveys have been able to depict that the employees have provided major levels
of contribution to the effective achievement of the goals and objectives that are set by the
organization. The major engagement based initiative that has been implemented by Qantas
Airways is the pilot training program that is able to the drive the renewal of different career
based opportunities. The training that has been provided to the employees in pilot academy is
based on the ways by which the organization is able to offer a future talent based pipeline
(Rofcanin, Las Heras and Bakker 2017).
The academies have the opportunity to train to more 500 employees per years and
develop future talent for the organization. Qantas Group is also able to support the industry
effectively with the help of proper supply of the employees. Female pilots have been included
in the training process that has been developed by Qantas Airways in the airlines industry.
This is able to play a major role in the development of an engaged workforce
(Valmohammadi and Ahmadi 2015).
Recommendations
The recommendations that can be provided to Qantas Airways based on the initiatives
that the company has taken based on three major business aspects are as follows,
Performance related initiatives – The recommendation that can be provided to
Qantas Airways based on the improvement of performance of employees is
based on the ways by which collaboration between managers and employees
can be considered. The performance levels of employees can be increased
effectively with the help of proper consideration of the ideas that are provided

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by employees. The employee related issues that have been faced by Qantas
can be solved by involving them in the organizational processes.
Culture related initiatives – The improvement of culture related initiatives that
have been implemented by Qantas Airways is based on the training that can be
provided to the employees. The training will be mainly based on the ways by
which the employees are able to work in a diverse environment and implement
the ideas in order to solve different organizational issues. Diversity based
training is highly important for proper improvement of the culture that is
developed within an organization.
Engagement related initiatives – The development on online communication
based channel is an important factor that is able to affect the ways by which
employees can collaborate with the leaders. Online communication is fast and
the leaders are able to reach the employees as well. This will be able to play a
major role in the ways by which different organizational issues and
requirements can be communicated to the employees. The leaders are also able
to develop an effective communication system that can help in increasing the
levels of employee engagement and their levels of productivity levels as well.
Conclusion
The report can be concluded by stating that the different initiatives that have been
taken by Qantas Airways are quite effective for the operations of the organization. However,
the company has faced some issues based on employee relations and services. These issues
can be effectively solved with the help of proper improvement of the initiatives that have
already been implemented. The recommendations that have been offered in the report are
able to affect the ways by which Qantas Airways can maintain its operations in the industry.

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The competitiveness of airlines industry can be faced by Qantas Airways can also be
mitigated with the help of highly engaged employees and satisfied customers.

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References
Ahammad, M.F., Tarba, S.Y., Liu, Y. and Glaister, K.W., 2016. Knowledge transfer and
cross-border acquisition performance: The impact of cultural distance and employee
retention. International business review, 25(1), pp.66-75.
Alvesson, M. and Sveningsson, S., 2015. Changing organizational culture: Cultural change
work in progress. Routledge.
Gambi, L.D.N., Boer, H., Gerolamo, M.C., Jørgensen, F. and Carpinetti, L.C.R., 2015. The
relationship between organizational culture and quality techniques, and its impact on
operational performance. International Journal of Operations & Production
Management, 35(10), pp.1460-1484.
Hartnell, C.A., Kinicki, A.J., Lambert, L.S., Fugate, M. and Doyle Corner, P., 2016. Do
similarities or differences between CEO leadership and organizational culture have a more
positive effect on firm performance? A test of competing predictions. Journal of Applied
Psychology, 101(6), p.846.
Körner, M., Wirtz, M.A., Bengel, J. and Göritz, A.S., 2015. Relationship of organizational
culture, teamwork and job satisfaction in interprofessional teams. BMC health services
research, 15(1), p.243.
Laforet, S., 2016. Effects of organisational culture on organisational innovation performance
in family firms. Journal of Small Business and Enterprise Development, 23(2), pp.379-407.
Leal-Rodríguez, A.L., Eldridge, S., Roldán, J.L., Leal-Millán, A.G. and Ortega-Gutiérrez, J.,
2015. Organizational unlearning, innovation outcomes, and performance: The moderating
effect of firm size. Journal of Business Research, 68(4), pp.803-809.

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Martinez, E.A., Beaulieu, N., Gibbons, R., Pronovost, P. and Wang, T., 2015. Organizational
culture and performance. American Economic Review, 105(5), pp.331-35.
Peretz, H., Levi, A. and Fried, Y., 2015. Organizational diversity programs across cultures:
effects on absenteeism, turnover, performance and innovation. The International Journal of
Human Resource Management, 26(6), pp.875-903.
Qantas.com 2019. Fly with one of the world’s most experienced airlines | Qantas IN. [online]
Qantas.com. Available at: https://www.qantas.com/in/en.html [Accessed 12 Apr. 2019].
Rofcanin, Y., Las Heras, M. and Bakker, A.B., 2017. Family supportive supervisor behaviors
and organizational culture: Effects on work engagement and performance. Journal of
occupational health psychology, 22(2), p.207.
Valmohammadi, C. and Ahmadi, M., 2015. The impact of knowledge management practices
on organizational performance: A balanced scorecard approach. Journal of Enterprise
Information Management, 28(1), pp.131-159.