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Human Resource Management Practices in an Airline Industry:

The British Airways Global Perspective

Dr. Julius B. Bertillo

Adjunct Professor, College of Business Administration

Arab Open UniversityBahrain Branch

Email: jbbertillo@yahoo.com.ph

Dr. Josefina B. Salando, CPA

Managing Partner, Salando & Associates (CPAs & Underwriters)

Lecturer, Department of Administrative & Financial Sciences

Oman College of Management and Technology

Email: johsalando27@yahoo.com

ABSTRACT

This paper aims to highlight the management strategy of the British Airways aims

to redirect its short, medium and long-term strategic plans along enhancement of itscustomer service through a rationalized recruitment, selection, training and promotion

processes. British Airways is one of the largest, most progressive and quality-basedairline in the world servicing primarily Europe and the North American continent. One ofthe strongest components of the airline is its human resource management practices,

considered among the best practices in recruitment, selection, training and promotionssystems. People look up to this system to generate one of the most intensive trainings in

customer service.

The strength of the training program of the British Airways is the intensive

standards required in the hiring processes, contributing to the distinct British Airwaysquality of customer service unequalled in the industry. However, this proves to be at

great cost to the airline. Excellent training brings a better competitive edge of the humancapital, but this triggers transfers to competitors with better offers.

Moreover, the British Airways need to look deeper in its pockets to subsidize therising cost of training, development and promotions systems. However, the strategic

direction in these areas will likely focus on the diversification of the pool of candidatesamong the most preferred feeder countries. This will provide relatively cheapermanpower but with equally strong character-based standards of qualifications.Searching can be expanded to other Commonwealth countries and host countries with

flight reciprocities. Diversification is expected to gain benefits for the workforce and the

company itself.

Hence, British Airways is in the thick of its journey towards its expandedexistence through the human resources management strategy in an airline industry

globally. Enhancing the human resource management processes is a road map towards

this end.

Keywords:Human Resource Management, Airline Industry,

Human Capital, Strategy, Practices, Strategic Plan

mailto:jbbertillo@yahoo.com.phmailto:johsalando27@yahoo.commailto:johsalando27@yahoo.commailto:jbbertillo@yahoo.com.ph

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Introduction

The airline industry is an extremely competitive, safety-sensitive and a high technologyservice industry. Compared with other industries in the economy, this sector is a combination of

the application of information technology, tourism, engineering feats of designs but most

especially the aspect of people and the human resource component which makes the industrydoubly exotic, interesting and challenging to every stakeholder. People, employees andcustomers are fast adopting the lead roles in the technology shift from the traditional corporate

processes and services.

In fact, this is true not only in products and machines but in the domain of an

organizations core competence and competitive advantage. The implications are deep and vast

as well as so pervasive that they affect no less than the organizations philosophy, structure,

strategy, culture, and a number of operational and corporate publications and activities.

The conclusions drawn from the project is that, with the exception of a handful of high

performing airlines, the industry as a whole continues to function according to the traditional,top-down, industrial model of policy structure, operations and system of governance. This model

however, is manifestly inappropriate and becoming archaic in such a highly knowledge-based

service market as the airline industry. Human resource management (HRM) expertise in

recruitment and selection as well as addresses issues as diversity and equal opportunityemployment in particular are required for compliance now, more than ever. This is to spearhead

the strategic development of a customer-centred, learning-oriented workforce capable of

adapting rapidly to the strategic goals and change imperatives facing the airline industry(Appelbaum, S.H. and Fewster, B.M., 2003).

Thus, HRM in the airline industry is directed at a unique kind of manpower that strongly

addresses the typical needs of the industry. These needs include but are not confined to thefollowing: excellent interpersonal, communication, conceptual and physiological skills as they

are demanded an extraordinary kind of responsiveness inherent in the airline industry. British

Airways are one airline that has experienced both good and turbulent times since its 1974founding. After thirteen years of government control, British Airways went private and now is

the surviving entity after the merger and consolidation made by British Overseas Airways

Corporation (BOAC) and the British European Airways Corporation (BEA). Operating 240aircrafts servicing 120 destinations throughout the world, British Airways competes with about

42 other British airlines but has maintained leadership in the industry. Its main competitor is

Richard Bransons Virgin Atlantic, an airline established in 1984 and with 10 per cent market

share in terms of kilometres logged as of 2007 (Mighty Students, 2010).

Eventually, this research is expected to identify the different critical areas of manpower

training and development as influenced by the training needs analysis prepared for the human

resource component of the respiratory tract. Considering the expected varying needs of themanpower component, the final result of the survey is expected to open doors for strategic

linkages whereby the manpower complement of the airline would be trained on prepared

modules based on their individual needs. Hence, this research is expected to recommendmodifications towards enhancements of human resources strategies and objectives.

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Aim and Objectives of the Organisation

This research study aims to analyse existing human resource management in the airlineindustry in general as well as to assess how HR functions are conducted and handled in a

multinational airline such as British Airways. This study intends to identify how British airways

in general implement working policies and how the company responds to the needs of theworkforce. Alternately, this will help evaluate the strengths and weaknesses of such policies.

Problem Statement

The human resource management practices at British Airways along recruitment,

selection, training and promotions; the preparation and performance needs of the human resource

component of British Airways in terms of their interpersonal, communication and conceptualskills. The strengths and weaknesses of the training needs program at British Airways along

interpersonal, communication and conceptual skills; and the strategic enhancements are needed

to address the short, medium and long-term development needs of the men of the BritishAirways.

Significance of the Study

The research is expected to provide insights into the aspect of human resource

development management towards understanding the role of strategic human resourcemanagement in the airline industry in general and the British Airways in particular. Likewise,

this will develop appropriate policy imperatives and specific functions dictated by the theories

and practice of human resource management.

To develop new HRM models to meet the emerging demands of the field as well as

provide opportunities to develop usable knowledge and critical awareness of human resource

management at British Airways. The study is also expected to clarify the career paths ofemployees in the airline to serve them in assessing the strengths and weaknesses for appropriate

long-term career enhancements. This is expected to enhance the learning and growth perspective

of the caller.

The survey is a serious attempt at providing a direction and a trajectory for better

rendering of customer services at British Airways hand in hand with the learning and growth

perspective of its human capital. This focus serves as a strategic road map on how BritishAirways may hope to repackage itself towards the objective or upgrading and consistently

raising its potentials in a cutthroat competitive aviation industry not only in the United Kingdom

but in the airlines other service areas around the globe, Europe especially.

British Airways dutifully crafted its business plan which is aimed at focusing on four key

emerging priorities that arose out of the previous years strategic plans. Among the most

significant of these are the following:

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1) Upgraded and innovative customer experience with its trademark Basics and

Brilliance, Club World, First Cabin and similar programs meant to introduce innovative

customer come-ons with its plan to acquire long-haul aircraft as well as countering the negativeimpact of the operating glitches during the transition experience at Heathrow Terminals 1, 4 and

5. This was initially designed to produce new varieties of premium customer experience through

increased presence in the European and American markets. This objective becomes a part of theStrategic Human Resource Management of British Airways;

2) Planning for growth in terms of new long haul aircraft, premium services and added

destinations between Europe and the Americas;

3) The continuing need to contain costs in the face of stiff competition, rising cost of

delivering service, fuel and administrative costs. The entity additionally attempts at undertaking

a more efficient asset and liability management to reasonably assure itself the advantage ofliquidity and solvency under the current economic environment; and,

4) Taking a lead on corporate social responsibility to articulate a social and corporatebalance in the conduct of its operations (Jamali, D. and Mirshak, R. 2007).

A critical component of a business plan is the marketing program which identifies and

focuses on the opportunities available to British Airways worldwide in congruence with itsidentified key priorities. The marketing plan clearly outlines a road map towards market recovery

via excellence in the basics, and ultimately to the deployment of brilliant premium services not

available anywhere or in other airlines competing in identical routes.

Specifically, the marketing plan cross links with the business plan with the former as the

centrepiece of the airlines assertive leadership thrusts towards the first half of the 21st

century.

Just like the Victoria era slogan that the sun does not set on the British empire, British Airwaysis determined to head for industry prominence after several turbulent encounters with difficult

challenges that it had to go through. Apparently produced by its own weight, its bigness is

without the support mechanism it needed to stabilize its moves. A portion of the business plan,the marketing plan describes in more detailed fashion how the business plan will breathe through

the middle of the marketing plan which is considered the heart of the business plan.

On the aspect of the significance of research, the marketing plan serves as the

management blue print for strategic decision-making; especially in the field of marketing

management under various assumptions, scenarios, alliances and configurations. Strategic

marketing management which is contained in this road map marketing plan will enablemanagement to adopt strategies such as cost leadership, attractive premium services, human

resource strategies and expanded terminal network in the industry as a way to create a demand

gap in the long haul travel sector as well as a similar disruption in the premium business travel

from continental Europe to the premier city of New York in the United States. The experiencesof the past years are expected to provide hard lessons for British Airways management towards

strategic marketing processes.

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For the business traveller all over, the marketing plan attempts to redefine the concept of

basic and premium travel. With the integration of cost advantage expected to ensue along the

airlines objective of operational excellence, airline travellers can reasonably expect these costrationalization measures to have a positive effect on the price competitiveness of British Airways

while maintaining the sort with which British Airways has been known for.

The airline industry, for one, is likewise expected to significantly benefit from this workspecifically in the area of collaboration, alliances and economic cooperation without any attempt

at abusing the regulatory privilege this union may provide such alliances. Hence, partnerships

should be undertaken for the development and maintenance of constructive relationship withother companies in the industry as at work. In the same way that this will be tempered and

enhanced by a strong corporate social responsibility not just in terms of the environmental

aspect, it is expected similarly to be strung along the social issues directly and indirectly affected

by the industry.

Key questions the project seeks to answer

This study is expected not only to address the main problems of the study but will also

answer the key questions such as: 1) the importance of strategic human resource management in

the airline industry as compared to other sectors; 2) identifying the perspectives and linksbetween HRM and organization performance; 3) describing the factors that are likely to

influence growth in employment under the new emerging technology, changing business

practices, growing complexities in operations as well as key demographics in the industry andthe British Airways itself. 4) What's the key differences between the functions of HR in a

multinational airline are as well as the British airways.

Profile of British Airways

British Airways are one carrier airline that has passed and gone through the brightest andthe most turbulent times since its establishment and founding in 1974. After thirteen years of

government control, the airline went into private workforce in 1987. The resulting airline is the

surviving entity after merger talks and consolidations made by British Overseas AirwaysCorporation (BOAC) and the British European Airways Corporation. Currently it manages and

operates 240 aircrafts servicing more than 120 destinations all throughout the United Kingdom

and Europe, Africa, North and South America, the Middle East, Asia and the Pacific. British

Airways competes with about more than 40 other British airlines but has maintained leadershipin many areas of the aviation industry not only in the United Kingdom but in Europe as well. Its

main competitor , Virgin Atlantic is an airline established by Richard Branson in 1984 and with

about 10 per cent market share in terms of kilometres recorded by the end of 2007.

The airlines and aircraft manufacturers around the world struggle to strike it big and live

in the midst of the worldwide financial turnout crisis, British Airways vows to target

development and grow its market share while intently addressing its operational concernstowards excellence and financial health. The surging complexity of the market ahead is expected

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to put the airline industry on the offensive to obviate possible downturns as what happened to the

automotive and the investment banking industries during the last quarter of 2008, which as

everyone knows has led to the global financial turmoil. Reports had it that requests forgovernment canvasses were made in the prospect of lower demand from car buyers. The airline

industry is among those expected and likely to be affected by the crisis due to the expected

economic contraction in the aftermath of the financial meltdown.

Theoretical Background

This includes a logical and empirical discussion of the key variables considered in the

research and their relationship to the field that this study seeks to consider and address. In

developing a strategic plan, Kaplan et al, (2004) recommended that there is a need to align the

corporate measures and approaches with the entitys mission, vision and overall philosophythrough a strategic program that focuses primarily on the human capital. He adds that a balanced

scorecard system can effectively be taken to enable the organisation to address the various

perspectives on an even keel.

This principle advocates the balanced focus on the diverse perspectives of the company

such as: the financial perspective which is focused on shareholder value, the customer

satisfaction perspective which is aimed at matching customer expectations, internal businessprocesses perspectives which advocates the use of state-of-the-art processes; and the learning and

growth perspectives which is directs equal attention to the evolution of the human capital. The

balanced scorecard approach is believed will likely reduce the risk of having measures skewed infavour of a specific perspective thereby creating imbalances in its operating efficiency and

effectiveness.

History of human resource management in the airline Industry is as compelling a reasonto keep the competitive advantage with a strong learning and growth of the manpower

complement. Airlines all over the world have enhanced recruitment and selection process that

transcend state boundaries. This global approach produced a positively entrenched a very diverseworkforce heavy on equal opportunity employment and a high standard of customer service by

its global passenger services team. Customer services make use of contact centres manned by

equally trained manpower considered among the best in the human resource managementindustry.

Interconnecting support among people at British Airways basically characterize the

interpersonal relationships in the company and are directed towards the best in terms of customerservices in all areas of contact with passengers and customers. Being among the few airlines that

compensate its people fairly, this strategy more or less casts a heavy price on the competitive

environment. But British Airways have always maintained that quality has a price and among

them quality of services comes from a highly motivated human resource component in all of itsoperating units.

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Historical Employee Relationship

British Airways have a highly unionized workforce with collective bargainingagreements conducted periodically. Although this has resulted in a number of negotiation

breakdowns, operations have been affected to some extent. Nevertheless, its continued effort to

cut employment costs through productivity and optimization of resources still poses a risk to thecompany. Functions at British Airways have started to focus on culture change and such programaims to transform the airline into a company and organization where innovation, relationships,

growth and customer services are the majors thrust practically composing the defining criteria of

excellence.

Its culture program has five major themes:

1. Engaging people to drive high performance in the workplace of the airway;2. A form of consistent customer service should help us focus on a strong customer

service;

3.

Stakeholder partnerships from within and outside of the company should enable theairline to make world class relationships;

4. Creation of a performance based culture; and5. Development of a short and long-term operational efficiency through a continuous

improvement driven philosophy.

This human resource thrusts of the airline has given a boost to the morale of the

manpower complement enabling the sector to consistently enhance the delivery of high-endcustomer service still considered unequalled in the annals of the airline itself and competing

heavily with the worlds best airlines located in regions across the globe.

Analysis of Management

A leadership team directs the linkages and collaborative undertakings within thecompany. The study makes use of the balanced scorecard theory and principle in strategic

direction. This theory which was developed by Robert Kaplan and David Norton (Kaplan &

Norton, 2004). Advocates addressing the four perspectives of addressing four perspectivesrepresenting the major components of the balanced scorecard, such as: 1) Financial perspectives,

which demands the profitability factor of the company to address the needs of the shareholders in

terms of value. 2) Customer perspective which requires that the needs and satisfaction of the

customers must be met to sustain marketability and a niche in the marketplace. 3) An internalprocess perspective which asks that the operation, administrative and technological processes in

the company are promptly addressed to continuously enhance the responsiveness of such systems

to the goals and objectives of the organisation. 4) Learning and growth which demands that a

unique and distinct training and development plan for the human resource component of thesystem should be sustained to enable the organisation to address the proficiency and competency

needs of the employees. In this way, the employees will be highly motivated to exploit and

maximize their potentials to grow with the organisation itself.

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Methodology

This study was used the descriptive method as this extensively provide and describe thesurroundings of human resource management starting from job identification, analysis,

recruitment, selection, training and development including promotions and career pathing,

separation and retirement; that is, the whole process of involved in the management of humanresources directed towards the goals and objectives of strategic human resource management.Likewise, this research was utilised the qualitative and quantitative approach in data analysis to

clearly provide the phenomenon of uniqueness in certain aspects of the strategic human resource

management, its implications to the industry requirement and the grounded theory this aims topresent and direct its conclusion too.

Data gathering procedures were focussed on the survey questionnaire directed at

respondents composed of key airline executives, HR managers and employees themselves. Thedata were processed to address the first and second problem statements. The resulting data and

information was assist determine the training needs analysis framework moving into the

identification of the strengths and weaknesses of the HR practices in the airline business.Documentary analysis will also be taken to make sure that practices, controls and management

plans for the human resource component are carefully planned and promptly went through.

The essence of the human resource management analysis is the application of systematicmethods for the accumulation of information about management phenomena inherent in the

subject matters that are between humans themselves. Human resource analysis is essentially

about data collection and the basic steps, such as: data collection, interviews, questionnaires,checklists and inventories, observations, Observations, self-description, and self-description.

The above data gathering methods and standards aim to triangulate the analysis directed

towards raising a forward-looking theory of collaborative relationship needed to train manpowerfor maximum customer service despite the difficulties of creating an ideal cross-cultural

dimension of management applications in all markets serviced by the airline.

Design of the Interview Questions

The interview questions were deployed to the key informants represented by the top

executives of the airline. Key decision makers that impact the day to day operations of the airline

was provided basic as well as key questions that will reflect the emerging culture of change

desired for customer-driven collaborative activities. The respondents are expected to be recordedfor purposes of documentation and further analysis to generate new hypotheses and models of

HR management unique and distinct to British Airways.

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Findings

The salient findings of the study were:

Based on the survey conducted, the following data were gathered and analysed. Likewise,

the information indicated and provided deeper insights into the issues confronting this study.Thus, the following identified sub-problems are given due course:

1.The human resource management practices at British Airways in terms of recruitment,selection, training and promotions.

A candidate for employment as Cabin Crew must undergo an intensive five-week

programmed training near Heathrow and Gatwick. Initially, an offer of employment is provided

online where applications can be made as well. A series of interviews and assessments withmanagers and recruitment specialist are made to learn the technical skills and qualifications.

After a candidates acceptance of the offer, a starting date is given and the candidate receives a

training package ahead in advance.

The training includes modules on safety, equipment procedures on board, product and

service knowledge, providing excellent customer service, awareness of cultural uniqueness and

diversity and training on personal and professional assertiveness. The five-week training shouldprepare the candidate to get a license and fly at least three different aircrafts at a given time. This

initial five-week training period continues during the next six months of flying duties after which

the candidate, after satisfying the standards set, gets awarded with the Wings representing a fullmember of the British Airways Cabin Crew Team.

Promotions are likewise provided by the airline in coordination with the National

Occupational level standards. Satisfactory completion of the training merits a City and GuildsNVQ Level 2 qualification licensed in Aviation Operations in the Air, a trademark of the City

and Guilds of London Institute. The airlines Quest Learning Centres providing a continuing

specialization and skills training.

In addition, qualities along personal skills such as initiative and team-working ability,

good communication skills are strongly desired. For more senior and managerial positions, atrack record or proven leadership ability is an important factor, among others. As mentioned,

teamwork is paramount in British Airways Cabin Crew management structure. Here, the first

level of promotion is becoming a Purser. This position takes responsibility for a specific cabin as

First Class or Club. With additional experience, this brings eligibility to Cabin Services Director(CSD), the most senior rile among the Cabin Crew which calls for strong leadership and

management skills, manages the overall delivery of throughout the duration of a flight. From

here, opportunities to pursue other interests in advisory positions are open.

2.The training and performance demands of the human resource component of BritishAirways in terms of their interpersonal, communication and conceptual skills.

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British Airways considers the most important quality in its crew to be the desire to help

and serve others. The airline is looking for people from whom this interpersonal trait comes

naturally. This pertains to the ability to build and sustain strong relationships quickly, both withcustomers and co-workers and colleagues. The company considers it to be essential that

candidates are the sort of person who can fit easily and instantly into an organization or a team

and collaboratively work towards a common goal.

For the airline, the most successful Cabin Crew members must be naturally outgoing with

an exceptional zest and exuberance for life. Common sense as a basic conceptual skill is equally

important which comes with the ability to be ready for every possibility and contingency from allforms of emergencies to any apprehensive, nervous, nave elderly passenger who might have

never travelled on a plane before. Having all of these and still be able to calmly and confidently

communicate with every kind of person from all levels is a topnotch choice for British Airways

Cabin Crew.

Thus, a nominee who possesses and with pleasant disposition for these attributes is the

type of person who can honestly take real pride in doing a job and customer service well, hence,will make an instant impact wherever she or he goes and chances are, he or she will do well as a

British Airways |Cabin Crew regardless of race.

3.The strengths and weaknesses of the training needs program at British Airways interms of the interpersonal, communication and conceptual skills.

Among the strength of the training needs program of the airline is the intensive quality-basedstandards of services involved in the hiring processes. This aspect contributes to the maintenance

and enhancement of the distinctly British Airways quality of customer services considered

unequalled in the industry. This leads to a weakness along the cost of recruitment and training

that will effectively acquire the best candidates all over, this brings at great cost to the airline.Excellent training opportunities also bring the competitive edge of the human capital of the

airway. However, when these highly trained personnel are deployed the prospects that these

highly-educated people are pirated by competing airlines which can give a better compensationpackage complete with perks and benefits way above the capacity of British Airways.

The depth of such training conducted on all candidates enable Britis Airways employeesto extremely enhance their interpersonal, communication and conceptual capacities that enable

most of them to rise fast in the ranks and bring work excellence in the various operating units of

the company. However, this added strength brings an extra potential weakness in the form of a

strong employees union and groups that are extremely intelligent and skilled in creating leveragein the negotiation procedures for workers even compensation issues.

In fact, this has contributed somewhat in the periodic stoppages and strikes by Cabin

Crew, pilots and other employee groups over the years. In some cases, the stringent standardshave become so structured that candidates are lost in some stages of the training and

development processes. This adds to the costly training processes that British Airways have

instituted. Therefore, the cost of recruitment, selection and promotion can be staggering at times.Thus, this state of affairs is likely to raise the price of travelling via British Airways.

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4.The strategic enhancements needed to address the short, medium and long-termdevelopment needs of the manpower of the British Airways.

British Airways need to look deeper in its pockets to subsidize the rising cost of training,

development and promotions systems. The strategic direction in these areas will likely focus onthe diversification of the pool of candidates among the most preferred origin countries. This willprovide relatively cheaper manpower but with equally strong quality-based criteria of

qualifications. While sourcing can be extended to other countries which are members of the

Commonwealth, the long-term potential of sourcing candidates from host countries with flightreciprocities will diversify the manpower and allow better unique services in the areas where

distinct cultures, customs and preferences are part of the entire marketing plan.

In addition, the above measure is likely to dissipate strong leveraged compensationnegotiations with a more diverse group of manpower complement. Therefore, these stages of

strategies in the recruitment, selection, training, development and promotions systems should be

programmed during the short, medium and long-term periods to allow equal opportunities forother operating strategies to blend well with the overall business plan and marketing plan.

Key questions the project seeks to resolve

At the outset, this field is expected to address the main problems and issues as well as

satisfactorily answer the key questions facing the airline:

1) The importance of strategic human resource management in the airline industry as

compared to other sectors should be taken in the context of that strategic term to mean is the

decision process that identifies the key options and solutions to the corporate concerns of BritishAirways. These strategic thinking processes, although may likely impinge on a number of critical

issues are considered highly effective in adopting meaningful changes towards profitability and

viability. The HRM processes in the airline industry are quite the sensitive type that requires avery high degree of conformance of the best standards of customer service that are hard to

benchmark.

The importance of this strategy for the human resource sector of the industry is critically

related to the unpredictability of the manpower supply in that country along the demand-supply

side. This is equally critical to British Airways considering the relatively high manpower cost

ratio to gross revenues it is booked, and the cost of customer service is required to continue itsupward climb with the stiffer competitive environment looming ahead. Piracy of topnotch

manpower is a solution to the high training cost, thus competing airlines seek to avoid this

burden by hiring trained manpower from another airline. British Airways is among the worlds

largest airlines with a huge source of piratable manpower.

2) This study identifies the perspectives and links between HRM and organization

performance. A number of studies have concluded that there is a direct link between excellenthuman resource management practices and the operation of an organisation. This is basic and

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fundamental to any industry. People are the best resource of any organisation can accept,

especially if such company belongs to the highly sensitive airline industry which is purely

service oriented.

In the balance scorecard principle advocated by Kaplan and Norton (2004), the

importance of the learning and growth perspective of an organization is critical as this comprisesone of the four perspectives of the scorecard framework critical to organizational effectiveness.This principle gives prominent concern to the development of the human capital that together

with customer satisfaction, profitability, internal business processes composes a balanced system

of strategic thinking in the modern corporate management practices (Atkinson et al, 2001).

The elements of risks associated with ineffective human resource component is

effectively minimized if not totally eliminated with HRM characterized with the best practices in

the industry (Shaw, 2003). Corporate manpower trained on systems thinking are high oneffectiveness. The development of a desirable culture of providing excellent customer service is

the aim of most airlines. Many have succeeded in the short term but few have kept its

competitive advantage towards the long-term (Anthony & Govindarajan, 2003).

3) In describing the factors that are likely to influence growth in employment under the

new emerging technology, such as changing business practices, growing complexities in

operations as well as key demographics in the industry and the British Airways it, the airlineindustry is one major sector that specially relies on the technological aspect that it has practically

become dependent on the role of high technology for its efficiency and safety operations.

On the demographic side, the long-term prospects of bringing down the cost of the

manpower component, British Airways is likely to take a closer look into its equal opportunity

area to strengthen its global competitiveness with a strong marketing focus, as earlier mentioned.

Thus the changing business practices and the growing complexities of operations is likely to beaccosted by a diversified set of manpower working for the airline, especially in areas where it

has a strong presence or with countries with reciprocity in the industry.

4) The key differences between the functions of HR in a multinational airline are as well

as the British ( airways are likely to be insignificant, except that the most stringent quality-based

practices in British Airways put the airline above the rest. The human resource practices inBritish Airways, provides greatest opportunities and prospects for advancement compared with

other airlines. The skills and qualification requirements for British Airways are tough and highly

selective. The promotional rate is similarly tough but responsive in providing all the career

opportunities for its people. The British Airways personnel are among the most compensatedgroup in the industry.

Thus, the moral superiority of the material is strong enough to provide the best possible

customer service available in the industry (William & Houck, 1992). Compared with otherairlines, there are distinct practices and culture-based advantages that put locally sourced

manpower of British Airways among the best service pool in the industry.

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Conclusions

Based on the findings, the following conclusions are drawn: British Airways is expectedto carry on being the leader in workforce development initiatives among the airlines although

regional carriers like Emirates, Singapore Airlines, Cathay Pacific, Korean Air, Southwest,

United, Qatar Airways among others are keeping their tab on their performance indicators tocreate niches of their own especially on customer service high on ethical practices (Jackson &Pritchard, 1994; Sharma, 2004). The pressing issues in the industry however, have contained the

initiatives of British Airways in itself, brought about by operating matters that needed better

focus and priorities regarding the various problems British Airways is facing. For instance, itcontinuously prodded its people to maintain the high quality standards of customer services

throughout its service areas around the earth; and this is aimed at getting the best possible

marketer available in the industry.

The business plan and marketing plan of British Airways is formidable documents and

proofs of seriousness to address the challenges and uncertainties of a highly competitive market

and the dangers of being an esteemed going concern of the industry. It embodies the ideals of theshareholders represented by the Board of Directors and articulates the decisiveness of

management to address the daunting tasks of maintaining quality, profitability, viability and

industrial peace in the midst of all its local expansion plans from Gatwick to Heathrow and

beyond the confines of Great Britain and the commonwealth countries.

Recommendations

Based on the findings, the following recommendations were: The study of the human

resource management at British Airways somewhat explains all important aspect and the use of

the human capital in providing the critical customer service in the most sensitive industry theairline sector. British Airways is an admirable airline endowed with character not found

anywhere else. It has sought to create impact everywhere and many times it had come after.

British Airways can remain highly relevant. This study can open avenues to conduct research onhow the airline, in the pursuit of customer service being offered by its diverse manpower, can

motivate researchers to closely consider the potentials of initiating the most diversified profitable

company in the world run my multicultural decision makers (Emirates, 2009). Studies on thesustainable competitive edge of British Airways can be an interesting research as well as how

British Airways can hope to undertake a very relevant corporate social responsibility everywhere

it is doing business. (Hill, 2008).

The airline industry will continue to be vulnerable to the risks, uncertainties and

complexities of corporate operations. Research therefore is one very important area where

survival and viability can be continuously studied. Future researches along the area of industrial

peace can be of prime importance to the airline considering its history of labour issues with itsunion. Finally, researches along human resource management can hope to create greater impact

on the industry. These are: Performance management in the British Airways; The Compensation

Solution to British Airways and Human Resource Management: A Source of Sustainablecompetitive Advantage for British Airways.

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