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Assignment case study-2

A case study of Jet Airways

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Introduction:
The Human resource development is one of the important section sin the management of the
organizations operating in the tourism sector. The intent of carrying out the human resource
development in the organization is to improve the efficiency of the workforce in the
organization. When a approach of the human resource development taken by the organization is
proper than it will help the organization to improve the knowledge and skills of the workforce,
and it in turn will help the organization to provide better customer services. There are several
issues in the HRD which if not rectified properly by the organization in time can have serious
ramifications on the growth prospects of the company particularly a new organization in tourism
sector. This research essay is based on the case of the Jet Airways limited which has rebranded
itself into JetKonnect so that the company is able to attract customers in the low fare category
and can gain more output. With the application of the rebranding of the company and focusing
on the budget airlines the company envisages to successful in increasing the customer
satisfaction. There were several problems that were faced by the company before the
implementation of the proper HRD practices (Dennis, 2005). The major issues that was affecting
the company was the shortage of the qualified personnel, shortages in the training facilities,
shortages of the well qualified trainers and unethical; working conditions of the employees.
Jet Airways limited and the Issues faced by the Company:
Jest Airways is an Indian airlines company. The company operates around 300 daily flights in the
74 destinations. In the year 2007 company bought up the Air Sahara and rebranded the airline
into JetLite. After the problems faced by the company in the running the operations of the new
airlines due to the shortages of the trained manpower and other financial issues the company
merged the JetLite with the in-house low cost airline JetKonnect. The main aim of this merger
was to operate under one brand so that the different complexities which have arise due to the
operations of the various brands could be reduced (Kumar, Johnson, & Lai, 2009). It was a
strategy that was taken by the leadership and the top management of the company to increase the
customer share of the company.
The problems that were faced by the company could be attributed to the fact that the fact that
there was lack of professional managers in the company and secondly there was neglect in terms

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of the training and development of the existing staff members of the company. Since airline
industry is one of the backbones of the tourism industry, thus there is a growing demand for the
trained and qualified personnel in the industry. Since the tourism industry is a service industry
thus, the asset of the company is its human resources. In the aviation industry there are various
sectors which require trained and professional managers and staff to operate. Thus, the company
has to pay special attention to the training and the development of the staff members in the
company. The main idea behind giving proper training to the staff members is to ensure that
there are no loopholes in the services that are provided to the customers. In case of the Jet
Airways there was requirement for the trained manpower from the ground staff to the flying
staff. There were was lack of proper training programs for the new employees so that they are
trained as per the standards which are required in order to survive the aviation industry.
Among other problems the main concern of the problems faced by the Jet Airways in managing
the different brands was the decreasing quality and efficiency of the services that were offered by
the company, particularly in the newly launched brands. The lack of the trained human resources
in the different departments of the company has stretched the already scarce manpower of the
company which was affecting the operations and customer services of the company (Lee & Jang,
2007).
The company was also facing shortages in the training infrastructure for the newly inducted
employees. Though the company was expanding its operations and was buying new airlines but
the training infrastructure was not equally modernized and expanded to train the additional
manpower required to manage the operations of the company.
There was also lack of well trained and the well educated trainers who can impart training to the
employees for increasing their productivity and thereby helping them to utilize their full
potential. The trained and qualified personnel are required in the different stages of the
organization such as the decision making, planning, control, investment, product mix etc.
There were other factors also which was affecting the company such as the employees were not
completely satisfied with the promotions and the incentives that were offered by the company. A
majority of the employees feel that the human resource department of the company is not
sensitive to their needs and thus the employees are not getting their promotions on time. Further

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the employees also believe that as per their performance they are also eligible for the incentives
under the performance appraisals but they are also not getting the proper incentives on time.
Further there was lack of communication between the HR managers and the employees because
of which the employees were not able to raise their issues to the HR managers. Further the
employees in the organization feel that the management of the company behaved in
highhandedness with them they are needed to be treated politely as they are the one who are
actually operating in the company. As per the suggestions provided by the company employees
most of the employees feel that there is a need for re-designing of the organization so that better
training facilities are provided ion the organization. According to them the lack of the training
facilities is hindering the growth of the organization and it is also preventing the employees from
utilizing their complete potential (Papatheodorou, 2004). Though the management of the jet
Airways is sensitive to the issues pertaining to the cause of the employees and their job
satisfaction but the steps taken by them are not sufficient enough to increase the productivity of
the employees in the organization. There is a constant conflict between the managers and the
employees which has affected the prospects of the newly launched airline brands such as the
JetKonnect. According to the allegations made by the staff members of the organization, the
organization culture of the company is not completely suitable for the sustainable development.
Conclusion and recommendations
The aviation sector has a major influence on the tourism industry and thus the company should
be managed properly. It has to be ensured that the employees working in the industry are given
enough resources and opportunities for their development and training. The airline industry is
now considered to be the major economic contributor in the world. The main issues faced in the
airline industry are the quality of the professionals that are hired in the industry and the dire need
for the qualified professionals in the industry. In the airline industry context the human resource
is very much important factor for the development and the progress of the company. Thus the
role played by the human resource manager becomes crucial in an airline industry. The HR
managers have to ensure that they are selecting the right person for performing the specific job.
It is the task of the HR managers to ensure that the training and the development plans that are
made by them is according to the needs and requirement of the company and should be able to
meet the objectives of the company (Singh & Sushil, 2013). The training requirement has to be

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determined by the organization and for this the company has to apply supervisions at two levels.
The supervisions during this process should be done by those managers who have the
competencies that are required to address the issues in that process.
The company should have to formulate a fair and prop[er performance appraisal system. The
various parameters that can be used to identify the performance of the employees shall be
determined after having discussions with the HR managers and the employee themselves. This
will help them to give their inputs and suggestions that can be incorporated in the performance
appraisal system. Though the company has in place reward system both monetary and nonmonetary, but the company is not consistent in using that policy. The company has to use reward
policy of the company has to be first updated and should meet the present requirements of the
employees and company alike. Further the company has to improve the organization
environment so that the employee gets enough support from the company to perform his
functions without any problem. The environment in the company should be supportive to the
development of the teams in the company who are able to achieve the objectives properly and on
schedule.
The company can also leverage the technology for the management of the performance of the
employees as it can provide exact information of the work that is done by the employees. The
company can use the Balanced score card as tool for the management of the performance of the
employees. The balanced score card can be defined as a strategic management tool that can
provide help to express the mission and the strategy of a company and transform them into
parameters that are easily understood (TSAI, 2004). This helps to build the strategic framework
that is necessary for the strategic management and measurement of the companys performance.
The main role that can be played by the balanced score is that it can transform a strategy into an
application. The main advantage of the balanced score card is that it not only helps the
management of a company in formulating the strategy but it also provides strength to it by
plugging the gaps between the strategy and the application. The conventional way of the
performance management is the application of the non-financial indicators along with the
financial indicators. The balanced score has the ability to completely evaluate the success of an
organization. Like in other industries, the non-financial performance data or information
provides important inputs regarding the financial health of the airline company, which is not

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possible by the financial indicators also. In this perspective, it becomes much more important to
use the balanced scorecard in the airline industry which is a multi-dimensional performance
management system (Lee & Jang, 2007). Even though other companies and industry sectors have
widely adopted the balanced score as a tool for measuring the performance of the companies, the
tool is not widely used in the airline industry. As per the studies conducted by Francis et al.
(2005), only about 200 airline companies have adopted the Balanced score card into their
performance management system which is just 29% of the total aviation industry.
It is possible to analyze the performance of the airline company from four different perspectives
with the application of the balanced score card. The four different perspectives are as follows
financial, customer, internal business, learning and growth. The four perspectives of the balanced
score card allow the airline managers top look into the organization from the different angles.
Hence, it can be said that the balanced score allows the managers of the company to assess the
performance of the company from the different perspectives or give a multi-dimensional view of
the organizations condition to the managers.
In the reward system of the company it would be better to incorporate certain family health
allowances to safeguard the health of the family members of the employees (Singh & Sushil,
2013). This is recommended to be incorporated in every professional strata of the company. This
approach shall not only strengthen the employee retention capacity of the organization but also
add in better performance of the employees. Implementation of feedback system and a stable
surveillance system is also recommended to improve the performance management system of Air
Arabia. The incorporation of open door discussion forum with involving the employees shall also
favor the efficiency of performance management system and shall also enable the administrative
body of the organization to locate the deficiency and issues of its employees and address them
with immediate effects. Additionally regular monitoring of the employee pay scale elevation and
company bonuses is also recommended whereby monthly evaluation is believed to be beneficial.

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References
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175-183.

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Kumar, S., Johnson, K., & Lai, S. (2009). Performance improvement possibilities within the US
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industry. Int

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694-717.

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Lee, J. & Jang, S. (2007). The systematic-risk determinants of the US airline industry. Tourism
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Papatheodorou, A. (2004). Deregulation and liberalisation of the airline industry: Asia, Europe,
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http://dx.doi.org/10.1108/17410401311309177
TSAI, W. (2004). Operating costs and capacity in the airline industry. Journal Of Air Transport
Management. http://dx.doi.org/10.1016/s0969-6997(04)00015-8