MG411 CW1: People Management at EasyJet - A Strategic Analysis

This report provides a comprehensive analysis of EasyJet's people management strategies, focusing on leadership and management, training and development, and talent management. It begins with an introduction to people management and its importance, followed by an overview of EasyJet's operational context. The main body of the report delves into relevant theoretical models for each of the three key areas, including the Human Relation management theory, Great Man Leadership theory, Reinforcement model, and the 5B's model of managing talent. The report then offers specific recommendations regarding the required skills, behaviors, and knowledge for managers to effectively deliver on these areas, such as interpersonal and leadership skills, knowledge of management styles, critical thinking, and communication skills. The conclusion summarizes the key findings, emphasizing the impact of effective people management on employee motivation and organizational growth. The report is based on the assignment brief for MG411, Introduction to People Management, and it aims to demonstrate an understanding of the knowledge, skills, and behaviors required for effective people management, as well as key HR processes and contemporary issues faced by line managers.

Introduction to people
management

Table of Contents
INTRODUCTION...........................................................................................................................1
MAIN BODY...................................................................................................................................1
Operational context......................................................................................................................1
Relevant theoretical models in three areas...................................................................................1
Recommendations with focus of required skill, behaviour addition to knowledge required
within managers for delivering on three key areas......................................................................5
CONCLUSION................................................................................................................................6
REEFERENCES..............................................................................................................................7

INTRODUCTION
People management is described to one of practice involving acquisition, optimisation
and retaining talent through catering full required support and guidance to organisational people.
It is an effective sub set of managing human resources which includes aspects about working,
behaviour, growth and engagement of workforce at work (Brewster, Mayrhofer and Farndale,
2018). A good manager empowers people and created work culture wherein engagement journey
becomes possible and aspects of training and motivation are provides to manpower for
performing best. For this assessment, selected organisation is Easy Jet that is leading airline
group that operates scheduled services in domestic and global market. Headquarters of
considered firm are at Luton, UK since 1995. The project includes operational context of entity,
applicable models recommendations in context to areas of leadership and management, talent
management along with training and development.
MAIN BODY
Operational context
Easy Jet is low cost European Airline that uses cost advantage addition to network
positions within suitable market so that low fares along with operational efficiencies are
delivered to general public for using the services. The company makes travelling convenient and
affordable for its customers that leads in driving its growth addition to returns for shareholders.
Easy Jet operates modern Airbus fleet through utilising various aircraft, seat cabins and offers
operating and maintenance benefits. The company employs more than 15000 people on local
contracts along with comply relevant national legislations. It builds addition to maintains good
relations with all its people in form of stakeholders.
Relevant theoretical models in three areas
Area 1: Leadership and management
The area of leadership is related to inspiring where as management are is concerned with
planning. Leadership involves implementing good ideas, showing path to employees for what to
do, developing power among staff members, creating change and persuading people for acting to
accomplish objectives (Campbell, Reyes-Picknell and Kim, 2015Fewings and Henjewele,
2019Harrison and Lock, 2017Mayo, 2016Petronio, 2015Schermerhorn Jr and Bachrach,
2017.Stewart and Brown, 2019Taylor, Doherty and McGraw, 2015Webb, 2017.Thompson,
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2015). At same time, management involves giving directions, reacting to changes, exercising
power on individuals, coordinating activities and telling what to perform for achieving goals.
Both concepts of leadership and management are important at business concern for maximising
efficiency, planning for future, maintaining interpersonal relations, building morale, coordinating
activities, assembling and organising required resources and utilising strength and capabilities of
existing people to reach towards beneficiary positions in terms of revenue and productivity. The
area of leadership and management is considered as influential factor that shapes work culture of
Easy Jet. By emphasising towards necessary behaviours, qualities of existing people, leaders and
managers of respective firm develops fundamental strategies and programs that assist in
managing people effectively.
Management theory which is considered effective at Easy Jet is Human Relation
management theory. The theory states that people within business have desires to become
component of supportive team which determines growth and development. The duration
organisational people are given special attention as well as encouragement for taking part they
becomes motivated and productive which stimulate them to execute high quality work.
Management and leaders of Easy Jet applies human relation management theory with purpose of
building good relations with personnel at all level so that production and revenue level are
improved and relationships are influenced positively.
In context to leadership theory, suitable one for Easy Jet is Great Man Leadership
theory that illustrates that few individuals are born with essential attributes which distinguish
them from other people. With these attributes, individuals anticipate positions related to authority
and power. Easy Jet has huge people as human resource that works dedicatedly to deliver quality
services which are most suitable according to roles in business concern. In context to the
respective firm, there are various leaders which achieve great effort as per the concerns of their
key people. When person have required qualities and attributes that makes than good leaders so
that they can easily motivate or stimulate organisational people to work hard and reach huge
heighted objectives (Fewings and Henjewele, 2019). When individuals are provided huge
opportunities according to their attributes, it will determine establishing effective leadership at
workplace of company.
Therefore, Great Man Theory and Human Relation Theory enables Easy Jet to improve
their entire performance as well as building healthy relationship with all the people.
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Area 2: Training and development
The another area that is considered as essential function for managing people. The
concept of training refers to teaching for development of knowledge which related with
particular useful competence. It generally forms and strengthen skills among all individual that
required improvements. Through training, Easy Jet improves skills among workforce that they
needs for becoming effective workers that leads in financial gains to entity. Similarly,
development is about preparing individuals for existing and future workings through catering
learning opportunities for improving capacities to undertake complex together with difficult
tasks. It signifies holistic addition to educational growth as well as maturity among people at
distinct managerial positions (Harrison and Lock, 2017). The airline industry requires talented,
productive, experienced and competent people for reducing erroneousness along with work
duplication. Hence, to improve actions of workforce, Administrators of Easy Jet applies
Reinforcement model which is procedure to shape demeanor through controlling consequences
of behaviour. Furthermore, this theory is combination of punishments with rewards that
organisations uses to reinforce extinguished unwanted attitudes along with desired behaviour.
The elements of reinforcement model which are applied by Easy Jet are as elaborated:
Negative reinforcement: The element indicates rewarding people through removing
undesirable consequences. This reinforcement arises when some undesirable behaviour
consequence withheld due to the effect of strengthening probability of repeated behaviours. It
generally strengthens responses through eliminating few painful stimuli as well as allowing
people to avoid them (Mayo, 2016). However, for generating impressive, favourable and
systematic working environment, Easy Jet recognises poor performances along with underrated
performances of people and allows superiors to implement suitable decisions that leads in
maintaining ethical conducts with principles. Through this, the entity adds values for their people
and attains high productivity.
Positive reinforcement: This reinforce arises when presence of quantitative behavioural
consequences have outcome of strengthening chances related to repeated behaviours. It implies
providing positive responses to people for their positive addition to required behaviour among
superiors and peer employees. The behaviours are recognised through aspects of monetary
together with non monetary so to improve morale and satisfaction of people. However, Easy Jet
managers recognises as well as appraises efforts of key workforce through providing them
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memento, rewards, incentives, appreciation certificates and bonuses for encouraging people for
completing tasks addition to enhance efficiency by reducing workplace accidents along with
absenteeism level.
Extinction: When few aspects are reduced for decreasing unwanted behaviour it is said
to punishment. Extinction procedure begins the time when valued valued behavioural
consequences are withheld for decreasing chances regarding continuity of learned behaviour. For
instance, when a person do not receive any admiration along with praising for the contributed
efforts, in such scenario, people may feel that the results of the contribution are nil due to which
extinction can lower desirable behaviour probability. At Easy Jet, to provide less stress managers
do not pressurise their subordinates for competing work on deadlines or for mistakes despite
motivates them to work freely as well as enable them to analyse their capabilities for
accomplishing productivity that reduces turnover rates as well as enrich efficiency.
Punishment: Adding something aversive for decreasing behaviour is termed to
punishment (Petronio, 2015). It illustrates application of undesirable consequence to show
unwanted behaviour for attaining goals through trenchant ways. To develop well defined
structure, Easy Jet undertakes appropriate actional course so that systematic working culture are
build for reducing conflicts together with ambiguity between organisational people and they are
managed properly.
Area 3: Talent management
It is the area in which required human capital are anticipated and planning are framed for
satisfying such anticipations. In other words, talent management implies accrediting inherent
skills, personality, competence and traits of people so to place them at suitable positions at
workplace (Schermerhorn Jr and Bachrach, 2017). Within this area, human capital are managed
through integrated HR processes that are specially designed for attracting, selecting, upbringing,
developing, stimulating, influencing and retaining engaged workforce. It helps in creating high
performance addition to sustainable company which aligns workings with operational objectives.
In present context of Easy Jet, there is more needs of talented and productive staff members for
accomplishing set levels of efficiency and profits. For this, Easy Jet applied relevance theory of
5B's model of managing talent for improving satisfaction among people and profits of entity. The
elements of 5B's model are:
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Buy: The element is associated with recruitment procedures along with the ways
organisation buys talent to improve performance (Talent management model, 2019). In context
to Easy Jet, managers acquires talented candidates through following procedure of sourcing,
attracting and selecting best candidate from external areas.
Build: Within this element, aspects related to the ways hired candidates are build and
developed as per perspective of skills and competence for ensuring ongoing competitive
outcomes are considered. Hence, Easy Jet strengthens skills and competence of internal people
through training programmes together with scheduling development practices.
Borrow: It ensures securing assistances of few consultations along with expatriates that
assist in availability of talents in short time span (Stewart and Brown, 2019). For this, Easy Jet
builds trusted networks to conduct assessments that are needed for required skills despite of
taking assistance from in-house superiors that allows to create powerful bonding and sharing
confidential information without any risky situations.
Bind: It mainly focuses on the ways talented candidates are retained and bind with
organisation. For maintaining probability, Easy Jet administration team examines roles that are
critical and analyse employees skills and contributions so that suitable factors are provided them
that motivates then to remain with enterprise.
Bounce: It majorly signifies the aspects through which unfit people are let go from
company. Herein, bottom performers, unproductive people are let go and old skill sets are
transferred into re skilled people. Easy Jet provides huge opportunities to talents which aids in
meliorating hidden skills along with work outside comfort zone that helps in improving
flexibility between existing people and organisational profitability.
Recommendations with focus of required skill, behaviour addition to knowledge required within
managers for delivering on three key areas.
Managers within all areas needs some specific knowledge, behaviour together with skill
so to deliver practices. For training and development area of Easy Jet, the recommended
knowledge that is required among managers is proper knowledge for all equipments and needs to
deliver the suitable aspects. In context to skills, the recommended are decision making skills so
that suitable decisions are taken for providing training and development to people. The
recommended behaviour is trusting behaviour.
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Within the area of leadership and management, recommended skill that is to be required
within managers of Easy Jet are interpersonal skill and leadership skill so to communicate with
all people in decorous ways. In context to behaviour, optimistic behaviour for thinking best
possible happenings. The recommended knowledge that is required is knowledge of management
and leadership styles.
In context to talent management area, recommended skills that are needed by
management of Easy Jet are critical thinking skill and communication skill. For required
knowledge, it recommended that managers must have information about required number of
talent and practices to be undertaken to recruit and manage people. The recommended behaviour
needed by managers are envious and positive behaviour.
CONCLUSION
The above report concludes that managing people is important function as it influences
positive impacts on motivation of staff members and inspires them to work with institution for
long term. It assist in building strong relations at workplace among various people. In addition,
staff members that have huge engagement level generally contributes more for growth of firm.
Productive leadership and management, effective talent management addition to suitable training
and development programs helps to create favourable work culture that ensure stable business
growth.
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REEFERENCES
Books and Journals:
Brewster, C., Mayrhofer, W. and Farndale, E. eds., 2018. Handbook of research on comparative
human resource management. Edward Elgar Publishing.
Campbell, J. D., Reyes-Picknell, J. V. and Kim, H. S., 2015. Uptime: Strategies for excellence in
maintenance management. Productivity Press.
Fewings, P. and Henjewele, C., 2019. Construction project management: an integrated
approach. Routledge.
Harrison, F. and Lock, D., 2017. Advanced project management: a structured approach.
Routledge.
Mayo, A., 2016. Human resources or human capital?: Managing people as assets. Routledge.
Petronio, S., 2015. Communication privacy management theory. The International Encyclopedia
of Interpersonal Communication, pp.1-9.
Schermerhorn Jr, J. R. and Bachrach, D. G., 2017. Exploring management. John Wiley & Sons.
Stewart, G. L. and Brown, K. G., 2019. Human resource management. Wiley.
Taylor, T., Doherty, A. and McGraw, P., 2015. Managing people in sport organizations: A
strategic human resource management perspective. Routledge.
Thompson, N., 2015. People skills. Macmillan International Higher Education.
Webb, S.P., 2017. Knowledge management: Linchpin of change. Routledge.
Online:
Talent management model. 2019. [Online]. Available through:
<https://www.bioss.co.za/talentmanagement/>
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